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RMHC is a global network of more than 260 Chapters that help families access medical care for their children and family support services in more than 60 countries and regions throughout the world. Ronald McDonald House Charities and RMHC are trademarks of McDonald’s Corporation and its affiliates. RMHC programs provide families with somewhere to stay in or near leading hospitals and healthcare services, helping to ensure they are fully supported along their child’s healthcare journey. RMHC is a nonprofit, 501(c)(3) organization.

In total, McDonald’s, our Franchisees and customers donated over $182 million to RMHC in 2022, helping the charity provide more than 2.2 million overnight stays for RMHC families around the world.

All donation and monetary figures have been converted to U.S. dollars and are approximate.

2022 Highlights

McDonald’s Corporation donated $20 million as part of our five-year, $100 million commitment to support families when they need it most.More than 28,000 individuals in the McDonald’s System – including Owner/Operators, Developmental Licensees, employees and crew – actively volunteered with RMHC Chapters.“Round-Up for RMHC” – providing customers with the opportunity to round up their purchase to the nearest whole number – continued in select markets, raising over $32 million across participating restaurants.More than $24 million was donated worldwide through RMHC Donation Boxes at restaurant counters and Drive-Thru windows.

What Ronald McDonald House Charities Does

Through three core global programs and hundreds of local programs, RMHC provides stability and vital resources to families around the world.

Ronald McDonald House® programs – More than just a place to sleep, each House is near the hospital and provides meals and a range of supportive services to families with a hospitalized child.

384 Ronald McDonald House programs48 countries9,649 bedrooms for families around the world every night

Ronald McDonald Family Room® programs – Located within the hospital, this program offers families a place to recharge, rest and have a snack, all within a few steps of their child’s bedside.

269 Ronald McDonald Family Room programs29 countriesAccommodating more than 3,400 visits by families every day

Ronald McDonald Care Mobile® programs – In partnership with a clinical services provider, these mobile units provide medical, dental and healthcare resources to children and families in underserved communities around the world.

39 Ronald McDonald Care Mobile programs9 countriesServes more than 76,000 children a year

Our Strategy: McDonald’s & RMHC Working in Partnership

When our communities need us, we show up. Collective support from McDonald’s, our Franchisees, suppliers and customers helps RMHC continue offering the important programs that keep families in or near leading hospitals and healthcare services, ensuring they have access to the medical care their child needs. McDonald’s ongoing support of RMHC is a central pillar of our commitment to have a positive impact on the communities where we operate, and we are proud to be more than a founding partner of RMHC – we are its forever partner. See our Community Impact & Philanthropy page for more information. McDonald’s, along with individual donors and corporate partners, plays a key role in supporting RMHC in its efforts to keep families together during their child’s medical journey.

In some countries or regions, McDonald’s donates a percentage of the sale of specific products or runs other special promotions in restaurants. We make it easy for our customers to support RMHC too, through a range of on-site and modernized giving opportunities.1

In 2022, McDonald’s Corporation donated $20 million as part of our five-year, $100 million commitment to support families when they need it most. The gift is helping RMHC deliver its mission through:

Direct financial support to Chapters, including capital expansion grants.Chapter capacity building and consultation services in areas such as operations, infrastructure, financial management, fundraising, branding and people development.Resource development for the RMHC system and advancement of key global initiatives in financial management, leadership training and systems/ technology improvement.

McDonald’s Actions in 2022

The McDonald’s community has provided their time, funds, and in-kind services, all of which have helped RMHC to positively impact millions of children and their families since 1974. The actions we take – alongside our customers, Franchisees and suppliers around the world – have enabled us to continue to support families, despite unforeseen global challenges. Here are just a few examples from 2022:

More than 28,000 individuals in the McDonald’s System – including Owner/Operators, Developmental Licensees, employees and crew – actively volunteered with RMHC Chapters. Some even volunteer as RMHC Board members, helping shape the ways in which local Chapters meet the critical needs of children and their families in their local community. Volunteers are vital to RMHC, helping offset costs and allowing the charity to direct more donations to services supporting children and their families.When McDonald’s Portugal redesigned the uniforms of all 9,500 crew members, the team developed an innovative circular economy initiative to recycle the more than 18,000 used uniforms. These uniforms were transformed into recycled textile yarns and converted into new textile bags, and 5,500 bags were then donated to RMHC Portugal to be used as “Family Welcome Kits” with items to improve families’ well-being.Tyson Foods provided six branded food programs across Ronald McDonald House programs in the U.S. The programs enabled guest families to access quick meals around the clock and also offered refrigerators/freezers and products to the Houses in core Tyson markets.UL Solutions became the first RMHC partner solely dedicated to supporting its global sustainability efforts. In alignment with the United Nations Sustainable Development Goals, UL Solutions offers building assessments to evaluate the indoor air quality of several RMHC programs. The partnership galvanizes UL Solutions’ network of employees to give back and volunteer at their local RMHC Chapters, and provides educational resources to reinforce sustainability priorities for more than 260 RMHC Chapters across the globe.

Relief Response Around the Globe

As our communities navigated through adversity, McDonald’s – along with our global community of customers, suppliers and Franchisees – continued supporting RMHC Chapters around the world. Our efforts to help families with sick children during very difficult times in 2022 included:

McDonald’s Ukraine helped RMHC Ukraine continue core mission delivery in the ongoing conflict. For example, volunteers supported the Chapter’s continued operations of its Ronald McDonald Family Room programs. The organization supported more than 100 humanitarian aid projects; delivered more than 160,000 food kits to those in need and mobilized nearly 500 volunteers from McDonald’s who supported the Chapter’s purchase and delivery of medical equipment to hospitals.RMHC Ukraine also plans to build its first Ronald McDonald House through a partnership with the U.S. Agency for International Development (USAID) and support from McDonald’s Ukraine.Several European RMHC Chapters partnered with our packaging supplier, TMS/HAVI, in their contribution to relief efforts in Ukraine. For example, HAVI partnered with RMHC Portugal and RMHC Spain to transport over 80 pallets filled with essential items like canned goods, blankets, mattresses, sanitary products, towels, winter clothes, and more. The goods were split between two organizations for distribution throughout Ukraine.Several hundred McDonald’s restaurants across Texas banded together in response to the mass shooting in Uvalde, Texas. $150,000 was raised for RMHC San Antonio and the Uvalde community through a McDonald’s lunchtime fundraiser, which donated 10% of sales to the cause. RMHC San Antonio served family members from Uvalde and created a special fund to help those impacted.In support of those individuals affected by Typhoon Noru (known locally in the Philippines as Super Typhoon Karding), McDonald’s and RMHC Philippines stepped in to provide 3,000 meals to communities in Bicol, Bulacan, Iloilo, Nueva Ecija, Pampanga and Tarlac. The efforts came through the local Chapter’s Kindness Kitchen project: an initiative focused on spreading kindness by serving meals to communities in need across the country.

Giving Back to RMHC Chapters With Our Customers Around the World

McDonald’s is committed to providing McDonald’s customers with opportunities to support the mission of RMHC throughout their McDonald’s customer experience – regardless of their order and pay journey.

There are many ways for our customers to support RMHC Chapters around the world. For example, “Round-Up for RMHC” – providing customers with the opportunity to round up their purchase to the nearest whole number (of their local currency) at self-order kiosks, front counter and Drive-Thrus – continued in select markets in 2022, raising over $32 million across participating restaurants.

Additionally, RMHC Donation Boxes at restaurant counters and Drive-Thru windows make it easy to give spare change. In 2022, more than $24 million was donated worldwide through the Donation Box program.

Finally, in-restaurant events and special product fundraisers in many countries allow customers to join McDonald’s in giving back to RMHC.

In the U.S., one penny from every Happy Meal® at participating McDonald’s went to RMHC totaling $5.9 million. Additionally, McDonald’s customers in the U.S. donated more than $33 million to RMHC through Round-Up for RMHC and Donation Boxes.Over $11 million was raised by McDonald’s Canada, its independent Franchisees, and customers through in-restaurant giving efforts. These include the annual McHappy Day festivities, Donation Boxes, and Round-Up for RMHC, or simply by buying a Happy Meal or RMHC Cookie.McDonald’s Australia, its Licensees and customers provided support through McHappy Day and other giving efforts locally, which raised more than $10 million. In New Zealand, 170 McDonald’s restaurants supported RMHC New Zealand through a Happy Meal promotion, donating 10 cents (NZ) from every Happy Meal sold. In total, more than $450,000 was raised.McDonald’s restaurants in South Africa and Egypt hosted Happy Meal promotions that benefited each country’s RMHC Chapter, raising more than $560,000.In Argentina, $544,000 was raised from the sales of Big Mac® sandwiches during a 14-day McHappy Day fundraiser in which 225 McDonald’s restaurants participated. Additionally, more than 1,000 restaurants in Brazil participated in McHappy Day, raising $3.8 million.

Footnotes

1 Donation and impact information on this page includes self-reported totals provided by local, independent RMHC Chapters that are not independently audited by RMHC Global or McDonald’s Corporation.

View original content here.

Rutgers University and Quest Diagnostics are expanding their collaboration to further improve access to critical primary care services for uninsured and underinsured patients of the university’s Health Outreach Practice Experience (H.O.P.E.) Clinic in Plainfield, NJ.

Resources from the Quest Diagnostics Foundation will enable the clinic to double its capacity by providing primary care services for a second day of the week.

The clinic previously operated one day each week, with Rutgers faculty and physician assistant students seeing patients who are trying to manage acute and chronic diseases and providing them with referrals to specialists as well as critical education on managing their health conditions. Despite the progress in improving access to primary healthcare services, the students and faculty at H.O.P.E. found themselves regularly turning patients away due to high demand and a limited number of appointments available in a single day.

“Quest Diagnostics and the Quest Diagnostics Foundation have shown, yet again, the power of this private-public collaboration in reducing healthcare disparities in the greater Plainfield community, both through the provision of additional no cost lab tests to our patients and the financial support needed to expand our clinical services,” said Frank Giannelli, director of the H.O.P.E. Clinic and an assistant professor in the physician assistant program at Rutgers School of Health Professions.

Rutgers and Quest initially teamed up last year to provide no-cost laboratory tests to help diagnose and manage acute and chronic diseases. Under the program, clinicians send laboratory orders directly to a nearby Quest Patient Service Center, which allows patients to visit immediately after their appointment. The results are transmitted directly back to the clinic for follow-up with the patient, streamlining the process to make it easier for patients to receive the treatment they need. Quest will continue to offer no-cost lab testing as part of the program expansion, including lab tests for chronic conditions such as diabetes, hypertension, sexually transmitted infections, and Lyme disease.

The grant from the Quest Foundation is part of the Quest for Health Equity (Q4HE) initiative, which provides resources, funding, testing services, and education to address health disparities in underserved communities across the U.S.

“At Quest, we are rooted in our purpose of working together to create a healthier world, one life at a time, and the joint effort with Rutgers is an example of our purpose in practice. Together we are expanding our efforts to reduce barriers to care in an underserved community,” said Michael Floyd, Senior Director and Leader, Q4HE, Quest Diagnostics. “We recognized an opportunity to build on our efforts with the H.O.P.E Clinic to reach more members of the community and hope that this renewed commitment will help provide better access and, ultimately, better health outcomes.”

The H.O.P.E. Clinic, opened in 2021, provides an essential service to a city where about 30 percent of residents are uninsured and 39 percent report not having a primary care provider. It is one of an estimated 1,400 free and charitable clinics in the US that serve about 7 million people annually.

Jose Gutierrez is a staff member from the Rutgers School of Health Professions who works at the clinic two days a week thanks to the expanded relationship between Rutgers and Quest. In his role of program assistant at the H.O.P.E. Clinic, Jose helps people in the community make appointments and get access to healthcare services. Thanks to Jose’s work, community members are seen by students like Alexis Espinoza (pictured above), a third year PA student from San Diego, CA.

“It’s not like a job here,” Jose said recently at the clinic. “It’s more like a family.”

HAMILTON, Bermuda, September 6, 2023 /3BL/ – In response to the growing demand for trained bartenders, family-owned Bacardi today announced that it is launching Shake Your Future in Germany. Shake Your Future is a special initiative giving young adults the life-changing opportunity to train as a professional mixologist.

With an industry-wide shortage of skilled bartenders, Bacardi is launching the program in Germany for the first time. The initial group of 10 will take part in the four-week diploma course at a bartender training school in Berlin where they will gain the skills and experience they need to start a new career as a mixologist.

The Shake Your Future students will be trained in the art of bartending and mixology before facing the ultimate test of their new-found skills when, for one night only, the entire group takes over the running of a top Berlin bar for a whole evening’s cocktail service. From the moment someone walks through the door of the bar, the students will be responsible for delivering the ultimate cocktail experience – from the way they are welcomed, to the taking of the order, to the theater of mixing the drink, to the perfect serve of a cocktail that tastes as good as it looks – whether it’s a classic recipe or a creation of their own.

If at the end of the evening they are judged by a jury of bar professionals (and, of course, consumers) to have passed the test, the new Shake Your Future graduates will receive an internationally recognized diploma and be able to access permanent employment opportunities within the sector, empowering them to transform their lives and build a brighter future.

Bacardi launched Shake Your Future as a pilot in 2018 to help address the youth unemployment crisis on the doorstep of its French office, which at the time was in the Parisian suburb of Saint-Ouen. Since then it has expanded to Spain, Italy and many other countries outside of Europe as part of a plan to bring the same opportunity to 10,000 people around the world by 2030.

Nicolas Rampf, Managing Director, Bacardi Germany, said: “Shake Your Future is a win-win. We are giving these students the start they need to make it as a professional mixologist and at the same time we are answering the need of our partners in the hospitality industry who are experiencing an unprecedented shortage of trained bartenders. And this is only the beginning. Shake Your Future changes lives and I’m excited to see the difference it will make to the participants and many more as we roll out the program across Germany over the months and years ahead.”

Bacardi is running Shake Your Future in Berlin in collaboration with Dominik Galander, bar entrepreneur and owner of a bartender training school.

Dominik added: “Now, more than ever before, we need trained bartenders to help us deliver on the growing demand for the very best cocktails. It’s true for me and it’s true for the entire hospitality industry across Germany. Shake Your Future is a fantastic initiative from Bacardi. It’s a proactive step towards making a difference to our industry and I am proud to be collaborating with them on the launch here in Berlin.”

Shake Your Future runs annually in each of the cities where it is launched, with an ever-growing number of bar and restaurant partners pledging their support and giving the trainees the all-important experience they need to change their lives.

To find out more about Bacardi and its ESG – Environmental, Social & Governance – commitments, including its alignment with the United Nations Sustainable Development Goals, visit www.bacardilimited.com/esg.

ENDS

Always drinks responsibly.

Media contact 
Andrew Carney, Communications Director Europe, Bacardi 
acarney@bacardi.com

About Bacardi 
Bacardi Limited, the largest privately held international spirits company in the world, produces, markets, and distributes internationally recognized spirits and wines. The Bacardi Limited portfolio comprises more than 200 brands and labels, including BACARDÍ® rum, PATRÓN® tequila, GREY GOOSE® vodka, DEWAR’S® Blended Scotch whisky, BOMBAY SAPPHIRE® gin, MARTINI® vermouth and sparkling wines, and other leading and emerging brands including WILLIAM LAWSON’S® Scotch whisky, ST-GERMAIN® elderflower liqueur, and ERISTOFF® vodka. Founded more than 161 years ago in Santiago de Cuba, family-owned Bacardi Limited currently employs approximately 9,000, operates production facilities in 11 countries and territories, and sells its brands in more than 160 markets. Bacardi Limited refers to the Bacardi group of companies, including Bacardi International Limited. Visit www.bacardilimited.com or follow us on LinkedIn and Instagram.

Third-Party Certifications

Rayonier is dedicated to meeting the highest standards of sustainable forestry established by the Sustainable Forestry Initiative® (SFI®), Forest Stewardship Council® (FSC®), and the Programme for the Endorsement of Forest Certification™ (PEFC™). These voluntary certification programs each consist of a rigorous and comprehensive set of environmental principles, objectives, and performance measures. Criteria under these programs are designed to review whether various standards are met, including: (1) forest management plans are associated with long-term sustainable harvest levels, (2) biological diversity is conserved, (3) appropriate measures are taken to protect water resources, (4) laws and regulations are complied with, (5) workers’ rights and employment conditions meet certain standards, and (6) the rights of Indigenous Peoples are recognized and respected.

Our 2.8 million acres of timberlands are managed to these certification standards, and our compliance is periodically evaluated through independent third-party audits. All of our harvest activities are conducted pursuant to detailed harvest plans, which specify harvesting equipment, best management practices, streamside buffers, stream crossing locations, water control, and other regulatory requirements. Our harvest plans also establish buffers around any known or identified T&E species habitats and modify activity timing as necessary to avoid disrupting certain species during their respective breeding seasons. We actively monitor our suppliers at each harvest site for compliance, and we periodically conduct internal audits of our Resource Unit processes.

We strongly oppose illegal logging and deforestation and view these activities to be in direct conflict with sustainable forest management. In the U.S. and New Zealand, illegal logging is strictly prohibited, and our compliance with relevant laws and regulations is reviewed through our third-party certification processes.

We manage our U.S. timberlands in accordance with the requirements of the SFI program, which is recognized and endorsed by the PEFC. The timberland holdings of the New Zealand subsidiary are certified under FSC and also endorsed by the PEFC. In the U.S., uncertified lands are generally held in our real estate segment, which are typically slated to be sold as rural residential properties or sold as part of our community development projects in Florida or Georgia, and are therefore not eligible for certification. In New Zealand, uncertified lands consist of more recently acquired lands that have not yet completed the certification process or properties where land tenure precludes a long-term commitment to the principles of FSC or PEFC. In both the U.S. and New Zealand, uncertified lands are still managed pursuant to the same standards as certified lands, unless their land use is changed.

These certification programs are regularly reviewed and revised as best practices continually evolve. To this end, SFI developed the 2022 SFI Forest Management Standard, and our third-party audits under this improved standard began in 2023. Among other enhancements under the new standard, SFI organizations are now required to adopt forest management activities that incorporate climate change adaptation and mitigation measures, as well as take measures to limit the susceptibility of the forests they own or manage to the impacts of wildfire.

2022 SFI Forest Management Standard
View the ENVIRONMENTAL, SOCIAL and GOVERNANCE images above.

SEE OUR LATEST SFI AUDIT RESULTS, AND FSC AND PEFC PUBLIC REPORTS.

Forestry Regulations and Compliance

We operate under an internal Environmental Management System (EMS), pursuant to which we monitor our compliance with the third-party certification standards described earlier, as well as state-specific forest practice rules and best management practices. Employees receive training to help maintain compliance with the practices, policies, and forestry certification requirements incorporated within our EMS.

We also maintain a rigorous internal audit process to regularly assess how well we implement these standards and to evaluate ways to improve our performance. Any issues or instances of non-compliance identified through this audit process are documented and promptly followed up with remedial action. Our Senior Leadership Team has ultimate responsibility for our EMS and annually reviews our performance against forest certification standards, governmental regulations, and internal benchmarks.

To learn more, view the full Rayonier 2022 Sustainability Report.

WHAT: The International WELL Building Institute (IWBI), the global authority for driving market transformation through healthy buildings, organizations and communities, will host the 2023 WELL Summit in Washington, D.C., on September 25-26, 2023, where globally renowned experts and industry pioneers will convene to celebrate the power of place.

The event will feature continuous programming, showcasing speakers and MainStage sessions including:

“Food as Medicine,” a fireside chat featuring Physician and New York Times best-selling author Dr. Mark Hyman in conversation with Nancy Roman, CEO of Roman Leadership, former President and CEO, Partnership for a Healthier America“A Prescription for Well-being: Places that Put People First,” a panel convened by IWBI Governance Council member Dr. Richard Carmona, 17th Surgeon General of the United States, who will be featured alongside three other former Surgeons General colleagues about their perspective on the state of public health today“Real Estate Reboot: Return to Office Won’t Save Us, So What Will?,” with executives from HOK, Johnson Controls and Chandan Economics“WELL PechaKucha: Stories that Transform and Transcend,” featuring storytelling from healthy building pioneers at Babylon Micro-Farms, IWBI, Lendlease, MindShift, Shaw Industries and Standard Chartered BankProgramming rooted in equity: “Lessons from Canada’s Truth and Reconciliation Process: Centering and Celebrating Indigenous Wisdom” and “Using Investor Influence to Change the World: How to Move Capital Toward Racial Justice”

WHO:

Rachel Hodgdon, President and CEO, IWBIPhysician and New York Times best-selling author Dr. Mark HymanRichard Carmona, MD, MPH, FACS, 17th Surgeon General of the United StatesM. Joycelyn Elders, MD, 15th Surgeon General of the United StatesAntonia Coello Novello, MD, MPH, Dr.PH, 14th Surgeon General of the United StatesKenneth P. Moritsugu, MD, MPH, FACPM, Acting Surgeon General of the United StatesLeading chief executives from top firms including George Oliver of Johnson Controls, Eli Hoisington of HOK, Sam Chandan, PhD MPH MSc FRICS FRSPH, of Chandan Economics, as well as leaders from Lendlease, Shaw Industries and more

WHEN: Monday, September 25 – Tuesday, September 26, 2023

WHERE: Union Market, Washington, D.C., 1309 5th St NE

Registration for the WELL Summit is open at wearewell.com/well-summit.

Credentialed media should contact media@wellcertfiied.com to request a press pass. 

About the International WELL Building Institute 
The International WELL Building Institute (IWBI) is a public benefit corporation and the world’s leading organization focused on deploying people-first places to advance a global culture of health. IWBI mobilizes its community through the administration of the WELL Building Standard (WELL) and WELL ratings and certifications, management of the WELL AP credential, the pursuit of applicable research, the development of educational resources and advocacy for policies that promote health and well-being everywhere. More information on WELL can be found here.

International WELL Building Institute pbc is a wholly owned subsidiary of Delos Living LLC. International WELL Building Institute, IWBI, the WELL Building Standard, WELL v2, WELL Certified, WELL AP, WELL Portfolio, WELL Score, The WELL Conference, We Are WELL, the WELL Community Standard, WELL Health-Safety Rating, WELL Health-Safety Rated, WELL Equity, WELL Performance Rated, WELL Performance Rating, Works with WELL, WELL and others, and their related logos are trademarks or certification marks of International WELL Building Institute pbc in the United States and other countries.

Media Contact: 
media@wellcertified.com

Originally published in USA TODAY

Buying a home can be stressful, regardless of economic outlook or whether a homebuyer has gone through the process before. But homeownership is a major step toward establishing financial stability and building wealth for future generations. Even in an uncertain market, it helps enable upward financial mobility.

Whether a person is a first-time homebuyer or they’re looking for a place that better meets their current needs, obtaining the right loans and navigating the process can be daunting. Working closely with a mortgage loan officer to evaluate all available options can help make the process as simple as possible — and get homebuyers into their dream home all the sooner.

Even amid financial uncertainty and the chance of an economic downtown, purchasing a home offers the potential to build equity over time. According to KeyBank’s latest Financial Mobility Survey, most consumers are still planning on making big-ticket purchases this year, with two-thirds (66%) intending to make at least one large purchase in the next year.

When considering purchasing a home, the following tips from KeyBank can help first timers and seasoned house hunters alike on the homebuying journey:

Assess finances.
Before setting out to buy a home, it’s important for homebuyers to understand their budget; namely, how much they are able and willing to spend. Don’t forget to factor in the down payment, monthly mortgage payment, interest, taxes, homeowners’ insurance, moving costs, renovation fees and other expenses. Online mortgage calculators, like KeyBank’s Mortgage Affordability Calculator, are excellent tools to help gain a quick understanding of the finances behind a home purchase.
 Save for a down payment and additional expenses. 
A down payment is one of the most significant expenses when buying a home. While this is typically 5% to 20% of the loan amount, certain programs, such as FHA loans or Key Community Mortgage, are specifically designed for those who could benefit from a lower down payment. Following closing, there are additional costs that need to be accounted for, including moving or renovation costs, which often are overlooked when homebuyers, especially those buying a first home, solely focus on the down payment. A local bank can help identify applicable down payment programs, develop a purchase plan and set up an account dedicated to saving for a house.
 Find the right mortgage loan officer. 
The decision to buy a house should be based on finding the right home that fits within the homebuyer’s financial situation, and then working with a loan officer to make that purchase a reality. A mortgage loan officer can provide a clearer picture of the buyer’s overall financial situation, offer additional insights and considerations during the planning process, and identify the best mortgages and lending programs. When choosing a loan officer, make sure to consider a lender’s ability to close on time and familiarity with the local real estate market.
 Learn more about affordable homeownership, mortgage or banking programs.
Banks play an important role in helping provide access to education, advice and resources (such as Special Purpose Credit Programs[1]) that ease the homebuying process and help remove barriers on the path to homeownership. KeyBank, for example, offers three Special Purpose Credit Programs to help borrowers with qualifying properties in eligible low-to-moderate income communities — including the newly launched Neighbors First Credit, which provides up to $5,000 toward closing and other costs[2] that may come with a new home for qualifying properties in KeyBank’s footprint.
 Consider all financing options. 
There are a variety of loan options, from fixed-rate and adjustable-rate mortgages, to FHA, VA and USDA loans, as well as the Special Purpose Credit Programs noted above. Each loan or program has its own requirements and benefits, so it’s important that homebuyers understand the differences and choose the best option for their unique situation and seek out advice from a mortgage loan officer. Mortgage rates are cyclical, so it’s not out of the ordinary to see mortgage rates rise or drop lower. It is especially important that the decision to buy a home is based on an affordable mortgage payment within the buyer’s budget, as opposed to trying to time the market for a particular interest rate. Waiting for rates to decrease could result in losing the chance to purchase the right house at the right time. If rates do go down in the future, refinancing is always an option.

While owning a home does come with certain costs and risks, the potential rewards make it a worthwhile investment for the long road and, potentially, for generations to come. Real estate is a long-term investment and homeownership can help provide a tangible asset in an uncertain market.

For additional insights and resources on homebuying and other financial topics, visit the KeyBank KeyBank Mortgage Center or find a Key Mortgage banker here to help you.

Story from KeyBank. KeyBank Member FDIC. Mortgages ARE NOT FDIC INSURED OR GUARANTEED. Equal Housing Lender. NMLS# 418927

About KeyCorp

KeyCorp’s roots trace back nearly 200 years to Albany, New York. Headquartered in Cleveland, Ohio, KeyBank is one of the nation’s largest bank-based financial services companies, with assets of approximately $195 billion at June 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. Mortgage and Home Equity Lending products offered by KeyBank are not FDIC insured or guaranteed. For the KeyBank Home Buyer Credit and the Key Opportunities Home Equity Loan, geographic restrictions apply. Ask us for details. NMLS #399797 © 2023 KeyCorp®. All Rights Reserved. CFMA# 230614-2123982

NOTICE: This is not a commitment to lend of extend credit. Conditions and restrictions may apply. Information and offer are subject to change without notice. All lending products are subject to collateral and/ or credit approval. Not all loans or products are available in all states.

[1] Special Purpose Credit Programs are, generally, programs that are established to meet special social needs or the needs of economically disadvantaged persons by extending credit to persons who would probably be denied credit or would receive it on less favorable terms, under certain conditions. See 15 U.S.C. § 1691(c)(1)-(3); 12 C.F.R. § 1002.8(a).

[2 Available on primary residence purchases only. Limited to certain geographical areas. Ask us for details.

Fostering better career opportunities for underrepresented talent has never been more important, and it requires strategic investment in the right workplace policies and programs. In 2022, SCE expanded on previous successes and launched new initiatives:

Developed a new training module on leading with inclusion. In 2023, we are also rolling out an interactive education entitled “Creating a Culture of Inclusion” that will be available to all employees. This education will be led by the DEI team and other trained facilitators. OUs will be encouraged to utilize this education in furtherance of their DEI plans and overall business goals.Expanded the voluntary career coaching program to nonrepresented3 employees enterprisewide, after a successful pilot with BRGs in 2021. We also introduced speed coaching events on select topics to offer greater career support to those who are interested. Results indicate that employees who met with a coach received a job offer more often than those who had not met with a coach when applying for competitive positions within the company.Expanded Talent Accelerator Development program to a broader group. This program provides mentorship, advocacy and increased visibility toparticipants with the objective of enhancing leadership capabilities and career development opportunities. Of the five participants from the first cohort who completed the program in July 2022, two were promoted. In addition, three participants from the first cohort were selected for team lead roles within the companywide Catalyst5 initiative. Of the seven participants in the second cohort who will complete the program in July 2023, one has already been promoted to a director position, and two have taken lateral moves in key areas of the business.

Working with team members from all backgrounds provides such a tremendous benefit to SCE and its culture. The work that we do each day is more fulfilling when our culture is inclusive.”

MUHAMMAD (MO) AL-AHMAR

Principal Manager, Asset Management & Wildfire Safety, SCE

Edison International also invests in education and training that provides employees with skills and resources to integrate DEI into their day-to-day interactions and decisions. In 2022, DEI elements were introduced in the following new course offerings:

Emotional Intelligence (EQ) Empathy vs. SympathyEQ Building Stress ToleranceEQ Leading with OptimismMyers Briggs Type Indicator (MBTI): Practical Applications for Leaders trainingMBTI Your Style Under StressMBTI Your Style and Decision Making

In 2023, we are investing in leaders to develop a workforce capable of implementing Pathway 2045, SCE’s analysis of the necessary steps for California to achieve its greenhouse gas emissions-reduction goals, including storing and delivering clean energy, electrifying transportation and buildings, and carbon capture. We will accomplish this by providing them with the leadership knowledge, skills and capabilities that will pass on to the next generation of SCE employees.

Edison International company values; the Edison International leadership model; diversity, equity, inclusion and belonging; and safety leadership will be standalone courses and embedded into learning. The program will incorporate tools to boost performance, improve organizational dynamics and increase leadership power and influence in order to maximize leadership impact.

Ongoing SCE programs used to build DEI skills among employees in 2022 include:

Illuminate: a new-employee orientation that has DEI interwoven throughout the four-hour virtual courseEmpower: a one-year leadership training and mentoring program that teaches new leaders about Edison International’s values and provides tools to practice inclusive leadership dailyLeadership Learning Journeys: including assessments that provide personalized learning paths to develop value-oriented leaders

Listening to Our Employees

We undertake a variety of initiatives to promote a culture of honest feedback and open dialogue. This includes quarterly pulse surveys of all Edison International and SCE employees.

Each quarter, a stratified sample of employees are surveyed for their thoughts on what’s going well and where the company can improve — resulting in feedback solicited from each employee once annually. The survey is administered by an external vendor to ensure confidentiality and anonymity. It covers important topics such as inclusion, trust and job satisfaction. In 2022, results show we are trending upwards

in key categories such as respect, work and comfortably voicing one’s opinion. As in 2021, surveys indicate there is room for improvement in the areas of recognition, collaboration and career growth and development for all employees. Each of these areas is being addressed through initiatives contained in OU DEI Action Plans.

Listening to employee sentiment is critical to our commitment to transparency and accountability in creating a diverse and inclusive work environment. In this way, we build and promote a culture where people feel free to speak up, and we identify those areas where we can continue to improve.”

NATALIE K. SCHILLING | Senior Vice President and Chief Human Resources Officer, Edison International and SCE

87% of employees say they are proud to work at Edison International85% of employees say they are treated with respect at work83% of employees say their job makes good use of their skills and abilities82% of employees say they have a favorable level of pride, passion and commitment toward their job and Edison International79% of employees say they are confident in Edison International’s strategy and see the link between their work and the strategy

View the full Edison International 2022 Diversity, Equity & Inclusion Report.

*FRENCH VERSION TO FOLLOW / VERSION FRANÇAISE À SUIVRE

With gratitude, we acknowledge that we live, work, and play on the traditional territories of many Indigenous Peoples across Turtle Island and we affirm our ongoing commitment to principles and processes of reconciliation and to the TRC 94 Calls to Action.

TORONTO, September 6, 2023 /3BL/ – Social Value Canada (SVC), the Digital Governance Standards Institute (DGSI), and the Standards Council of Canada (SCC) announced the release of the first ‘Technical Specification (TS) for Impact Statements’ issued by for-profit entities seeking to report credibly on impact and sustainability performance.

Moving Canada Forward on Sustainability Reporting Practices

With the increasing demand for credible non-financial reporting within ESG and sustainability reporting, this Technical Specification (TS) for Impact Statements for Profit- Oriented Entities offers essential guidance for all companies seeking to report credibly on the social, environmental, and financial impact linked to their operations, goods and services, and relationships.

Developed by a technical committee of leading Canadian experts in sustainable finance, impact measurement, and reporting, the technical specification is aligned with international standards and norms in the field of non-financial reporting. This includes UN Declaration on the Rights of Indigenous Peoples (UN DRIP), Impact Management Project Norms hosted by Impact Frontier, the UN Sustainable Development Goals (SDGs), the SDG Impact Standards, the Social Value International Principles and Standards, the European Union Sustainable Finance Disclosure Regulation (SFDR), the Corporate Sustainability Responsibility Directive (CSRD) regulations, and the Draft Canadian Sustainable Finance Taxonomy.

“The Digital Governance Standards Institute is happy to lend our expertise to the development of the Technical Standard”, said Darryl Kingston, Executive Director of the Digital Governance Standards Institute. “Canadian companies face an increasing demand to produce credible sustainability reports and we hope the reporting process outlined will be of great benefit to those tasked with creating those reports.” 

“A major challenge to companies is to develop a process to consistently report on impact”, said Chantal Guay, CEO of the Standards Council. “This Technical Specification offers guidance in an area that is an increasing corporate priority.” 

Aligning with Global Leadership

With federal net zero and the 2030 UN Sustainable Development Goals clearly in mind, Canada joins other nations, including Britain, France, New Zealand, Taiwan, and Japan, in raising expectations for corporate non-financial disclosure. “The development of this TS was an opportunity for technical experts in impact reporting to come together and share expertise to the benefit of sustainability reporting”, said Stephanie Robertson, Acting Executive Director, Social Value Canada and International Co-Chair of Social Value International. “The TS benefited greatly from the combined efforts of the Technical Committee which included experts from Rally Assets, Raven Capital Partners, The Common Approach, and impak Analytics, and from the highly valuable feedback received through public consultation.” 

By providing a clear structure for transparent and high-quality impact statements that avoids greenwashing and ensures relevant data is included, the TS will serve as a cornerstone for Canada’s non-financial reporting for listed and private companies.

“This giant step towards corporations’ sustainable accountability is also the very first step towards a transition plan and the generation of more positive impacts. This pioneering initiative will not only help the Canadian financial sector’s sustainable transformation, but its entire economy,” explains Paul Allard, CEO of impak Analytics.

For more information or any questions about the standards development activities, please contact Darryl Kingston.

More about the Lead Organizations

The Digital Governance Standards Institute develops digital technology governance standards fit for global use. The Institute works with experts, as well as national and global partners and the public to develop standards that reduce risk to communities, business and governments adopting and using innovative digital technologies in today’s digital economy. The Institute is an independent division of the Digital Governance Council. Learn more at dgc-cgn.org.

Social Value Canada is Canada’s professional network for social value and maximizing impact. As part of a global movement transforming how the world captures and assigns value in decision-making, the network extends across all sectors of the Canadian economy and throughout Canadian society. New tools and methods are developing, and assurance standards and practices are emerging, all toward the goal of maximizing the well-being of people and the planet.  Learn more at socialvalue-canada.org.

About The Standards Council of Canada
The Standards Council of Canada (SCC) was created by the Government of Canada as a Crown corporation in 1970. SCC leads and facilitates the development and use of national and international standards and accreditation services in order to enhance Canada’s competitiveness and well-being.
scc.ca/en 

For media inquiries: 

Adam Pillsbury 
Social Value Canada 
adam@socialvalue-canada.org

Darryl Kingston 
Executive Director 
Digital Governance Standards Institute 
darryl.kingston@dgc-cgn.org

*en français

Nouvelles directives publiées visant les entreprises canadiennes pour la comptabilité de leur impact durable 

TORONTO, Canada, 6 septembre, 2023  

Avec gratitude, nous reconnaissons que nous vivons, travaillons et jouons sur les territoires traditionnels de nombreux peuples autochtones de l’île de la Tortue et nous affirmons que notre engagement continu en faveur des principes et processus de réconciliation et des 94 appels à l’action de la Commission de vérité et réconciliation. 

TORONTO, Canada, le 6 septembre 2023 – Social Value Canada (SVC), l’Institut des normes de gouvernance numérique (INGN) et le Conseil canadien des normes (CCN) ont annoncé la publication de la première « Spécification technique pour Bilans d’impact » pour les entités à but lucrative cherchant à comptabiliser de manière crédible leur impact et leur performance en matière de durabilité.  

Élever le Canada dans les pratiques en matière de rapports de durabilité 

Face à la demande croissante de rapports non-financiers dans le cadre ESG et de durabilité, cette spécification technique (ST) pour Bilans d’impact pour les entités à but lucratif offre des directives essentielles. Ceci vise à guider toutes les entreprises qui cherchent à évaluer de manière crédible les impacts sociaux, environnementaux et financiers de leurs activités, biens et services, ainsi que de leurs relations. 

Développée par un comité technique composé d’éminents experts canadiens en matière de finance durable, de mesure d’impact et de rapports, la ST est conforme aux normes et standards internationaux dans le domaine des rapports non-financier. Il s’agit notamment de la Déclaration des Nations Unies sur les droits des peuples autochtones (UN DRIP), des Impact Management Project Norms de la part de Impact Frontier, des objectifs de développement durable des Nations Unies (ODD), des normes d’impact pour la réalisation des objectifs de développement durable du PNUD, des principes et normes de Social Value International, de la régulation de l’Union européenne sur la divulgation d’informations en matière de finance durable, la directive de la Responsabilité sociétale des entreprises (RSE) issue de l’Union eurpéenne  et du projet de taxonomie canadienne en matière de finance durable. 

« L’Institut des normes de gouvernance numérique (INGN) est heureux de mettre son expertise au service du développement de la norme technique, » a déclaré Darryl Kingston, directeur exécutif de l’INGN . « Les entreprises canadiennes sont de plus en plus exigées de pouvoir produire des rapports crédibles en matière de durabilité et nous espérons que le processus décrit sera d’une grande utilité pour les personnes chargées de créer ces rapports. » 

« L’un des principaux défis pour les entreprises est de développer un processus permettant de comptabiliser l’impact de manière constante », a déclaré Stephanie Robertson, directrice exécutive de Social Value Canada et co-présidente internationale de Social Value International. « Cette ST offre des conseils dans un domaine qui constitue une priorité croissante chez les entreprise. » 

S’aligner sur les normes mondiales  

Ayant clairement à l’esprit la carboneutralité fédérale et les objectifs de développement durable des Nations Unies d’ici 2030, le Canada se joint à d’autres pays, dont la Grande-Bretagne, la France, la Nouvelle-Zélande, Taïwan et le Japon, pour accroître les attentes en matière de divulgation non financière des entreprises. « L’élaboration de cette spécification technique a été l’occasion pour les experts techniques en matière de rapports d’impact de se réunir et de partager leur connaissance au profit des rapports de durabilité », a affirmé Stephanie Robertson. « Les ST ont grandement bénéficié des efforts combinés du comité technique, qui comprenait des experts de Rally Assets, Raven Capital Partners, l’Approche commune et impak Analytics, ainsi que des commentaires très utiles reçus dans le cadre de la consultation publique. » 

En fournissant une structure claire pour des déclarations d’impact transparentes et de haute qualité, qui évite l’écoblanchiment et garantit l’inclusion de données pertinentes, la ST servira de pierre angulaire pour les rapports non-financiers du Canada, notamment pour les sociétés cotées et privées.  

« Ce grand pas vers la responsabilisation des entreprises par rapport à la durabilité est aussi le tout premier pas vers un plan de transition et vers une génération d’impacts plus positifs. Cette initiative pionnière contribuera non seulement à la transformation durable du secteur financier canadien, mais aussi à celle de l’ensemble de l’économie », explique Paul Allard, PDG d’impak Analytics.   

Pour plus d’informations ou pour toute question concernant le développement des normes, veuillez contacter Darryl Kingston.  

Plus d’informations sur les Organisations Leaders 

L’Institut des normes de gouvernance numérique (INGN) élabore des normes de gouvernance de technologies numériques adaptées à une utilisation mondiale. L’Institut travaille avec des experts, des es partenaires nationaux et mondiaux, ainsi qu’avec le public pour développer des normes visant à atténuer les risques liés à l’adoption des technologies numériques. Dans notre actuel économie numérique, ces normes sont conçues pour protéger les communautés, les entreprises et les gouvernements engagés dans cette transition technologique. Pour en savoir plus, consultez le site dgc-cgn.org.  

Social Value Canada constitue le réseau professionnel canadien dédié à la valorisation sociale et à l’optimisation de l’impact. Dans le cadre d’un mouvement mondial qui révolutionne la manière dont le monde saisit et mesure la valeur dans le processus décisionnel, notre réseau s’étend à tous les secteurs de l’économie canadienne ainsi qu’à l’ensemble de la société du pays. De nouveaux outils et de nouvelles méthodes sont en cours d’élaboration, des normes et des pratiques d’assurance voient le jour, le tout dans le but de maximiser le bien-être des personnes et de la planète. Pour en savoir plus, consultez le site socialvalue-canada.org.    

À propos du Conseil canadien des normes
Le Conseil canadien des normes (CCN) est une société d’État créée par le gouvernement du Canada en 1970. Dans le but d’améliorer la compétitivité économique et le bien-être collectif du Canada, le CCN dirige et facilite l’élaboration et l’utilisation de normes nationales et internationales.
scc.ca/fr

Pour les demandes de renseignements des médias :  

Adam Pillsbury   
Directeur de la communication 
Social Value Canada  
adam@socialvalue-canada.org 

Darryl Kingston  
Directeur exécutif  
Institut des normes de gouvernance numérique   
darryl.kingston@dgc-cgn.org  

As we celebrate World Entrepreneurs’ Day on August 21, it is interesting to reflect on how an established company like Cisco—a Fortune 500 company with more than 80,000 employees—relates to entrepreneurship.

Innovation is at the heart of everything we do at Cisco. In fact, the qualities that define an entrepreneur such as risk taking, creativity, perseverance, and passion are foundational to the way we operate and pursue opportunities to serve our customers and communities. In fact, the very reason Cisco started in 1984 was born from personal desire to solve an urgent issue and need for personal connection.

Len Bosack and Sandy Lerner were not able to email each other from their respective offices at Stanford University because they were on different networks with different local area protocols. They developed the multiprotocol router, and that’s how Cisco was born!

Their entrepreneurial spirit lives on in a company that strives to solve business challenges for our customers today. Not only that, but Cisco also helps businesses large and small to seize the opportunities of tomorrow.

Training future entrepreneurs

For more than 25 years, Cisco Networking Academy has trained people to build and maintain networks utilizing the latest technology. But it has done so much more than that. As part of the process, learners are encouraged to work collaboratively, and the program fosters a mindset of identifying and solving problems.

These are core entrepreneurial skills. Numerous Networking Academy learners have gone on to use those skills, not only in networking, but in business too.

Antonius, from Indonesia, had never encountered a computer until a tsunami brought rescue workers to his hometown, where he saw the value—and opportunity—in tech. He went on to study at Networking Academy and earn CyberOps Associate certification. In one of his first jobs after studying, Antonius used his problem-solving skills to conclude that the network of the large organization where he worked had been hacked, and that rebuilding the system from scratch was the best solution.

Niels, in Belgium, took a different path. After working in kitchens from a very young age, Neils decided to embark on Networking Academy study. “I have been in love with tweaking computers all my life,” he says. While he found the study challenging at times, with support from the Networking Academy community, he went on to attain CCNA certification. Niels credits the program with giving him the self-belief necessary to start his own penetration testing company.

Doing more

Obviously, the tech revolution has seen a vast increase in the demand for the sort of hard skills that are the basis of Cisco Networking Academy, and those skills continue to be indispensable.

The World Economic Forum found over 85% of organizations surveyed for the 2023 Future of Jobs Report identified increased adoption of new technologies and broadening digital access as the trends most likely to drive transformation in their organization.

The same report, however, finds that technological literacy is only the third in the list of skills businesses see as growing in importance over the next five years. Creative thinking and analytical thinking rank as numbers one and two, respectively.

Recognizing that technical skills alone are not enough for success in today’s business environment, Networking Academy has recently launched several new courses on our Skills For All platform:

Engaging Stakeholders for Success provides essential skills for any professional, regardless of the industry. Learning to effectively engage with stakeholders is a core skill in any workplace. In this course, learners gain the insights and tools to identify, prioritize, and engage with stakeholders for success.Discovering Entrepreneurship offers a solid foundation for anyone interested in developing entrepreneurial skills. The course covers entrepreneurship fundamentals, including the entrepreneurial perspective, identifying opportunities, and crafting an entrepreneurial story.

The big idea

Obviously, no course can teach the entrepreneurs of tomorrow how to have the big idea that drives a new business or industry. But by helping learners recognize that idea and teaching them the analytical and personal skills to make that idea grow, we can help them along that journey.

A problem as simple as being unable to send your partner an email saw the founding of the company that would grow into the Cisco we know today. What’s your big idea?

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Saundra Gilliard started her business in early 2020, just weeks before COVID-19 would officially become a pandemic. It turns out, she was far from alone. A few years later, one trend is emerging from the pandemic’s economic shock: more Black women-owned businesses are being founded and growing quickly, outpacing other businesses. In fact, Gilliard and her woman-coaching business Femininely Free! are part of a surge in new Black women-owned businesses, which grew 32.7% between 2019 and 2023. That’s compared with the 12.1% growth of all women-owned businesses during the same period, according to the upcoming 2023 Wells Fargo Impact of Women-Owned Businesses report to be released in November.

“I was trying to make a business out of a hobby that I had for about 20 years,” said Gilliard, who’s based in Philadelphia. “I think that sometimes you have a dream and you’re not really sure how to get the business going.”

To help her launch Femininely Free! Gilliard turned to Milestone Circles, a mentoring program for women entrepreneurs offered by the Nasdaq Entrepreneurial Center (NEC) and funded by Wells Fargo Foundation support. Participants, 86% of which have been Black, African American, and/or Afro-Caribbean, learn to improve their business alongside a “circle” of fellow entrepreneurs.

Milestone Circles, now entering its third year, has connected nearly 2,000 women business owners to powerful peer networks that help them hit their business milestone. Wells Fargo and the NEC plan to double the number of graduates to 4,000 by the end of 2024 to better meet the needs of the thousands of women entrepreneurs who’ve already applied to the free program, which is part of Wells Fargo’s Connect to More program.

“[Milestone Circles] helps women entrepreneurs like myself to know that, listen, you’re not by yourself,” said Cynthia Hurley, a Brooklyn, New York-based entrepreneur and founder of Make Cent$ With Your Money, which promotes financial literacy to women and young people. “This is a community of women who are facing challenges, who are all looking to do the same thing: grow their business.”

Black women-owned businesses are growing

Black women-owned businesses aren’t just increasing in number after the pandemic, they’re growing faster, too. While the average revenue among Black women-owned businesses is still lower than others, it’s catching up, increasing 35.3% between 2019 and 2023 compared with 7.1% and 4.1% for women-owned and Black-owned businesses, respectively, according to the Wells Fargo report.

Tamika Chance of Waldorf, Maryland, has grown her IT support firm T12 Technologies by learning to better market herself and her services, which helped her win new contracts. It’s a skill she picked up in her Milestone Circle.

“As a woman entrepreneur, it’s very difficult to have people speak to you and sometimes take you seriously in the services that you do,” Chance said. “With Wells Fargo, they’re providing the tools, information, and paths to reach those tools and resources you need to grow.”

One reason for growth: support

One factor behind the recent growth in Black women-owned businesses is that these business owners are harnessing new opportunities and resources.

While Black women are more likely to earn less, get less financing, and not have networks to rely on, the past few years have brought new investment from banks to support small businesses and a renewed push from consumers to support Black-owned businesses, according to the report. For example, Wells Fargo, the Bank of Doing, launched the $420 million Open for Business Fund in 2020 to help small businesses impacted by the pandemic with a focus on expanding financing opportunities for women- and Black-owned businesses through community development financial institutions, or CDFIs.

Through the Milestone Circles program, thousands of women entrepreneurs have built their own community and made their business ideas into a reality.

“It’s important that banks help the communities in which they serve. Wells Fargo has been a partner in the community ever sense I can remember,” Gilliard said. “If you’re in the community, you should be a part of the community. That’s my motto.”