Tag: 3BL

When it comes to providing funding for nonprofits, many funders have let their desire to track impact override the needs of the organizations they support. They put heavy restrictions on what their funding can be used for so that they can draw a straight line from the resources they give to the outcomes produced.

But the story is rarely so simple.

Think of it this way. Restricted funding is like someone giving a gardener money and telling them they can only spend it on seeds. That way when the plants grow, the funder can point to them and say “we made that happen.” But it takes a whole lot more than seeds to make plants grow. It takes water and soil, someone to tend the garden, special tools, and knowledge. When funders put restrictions on how organizations can use money, nonprofits wind up with a whole lot of seeds and not enough of all the other stuff it takes to grow a garden.

Unrestricted funding allows organizations to spend money from funders however they see fit.

Often funders shy away from providing this type of support because they’re not sure how to track its impact. And it’s true that tracking the impact of unrestricted funding can be complex, but funders who are willing to lean into the complexity of social impact are the ones who will help nonprofits make truly transformational change.

The best part is: it’s still very possible to track the impact of unrestricted funds. It just requires you to step back a little and widen your lens. To return to the garden metaphor: Rather than trying to count each plant, unrestricted funding requires you to look at the health and wellbeing of the whole ecosystem of the garden and gauge how you contributed to it.

Unrestricted funding is the lifeblood for nonprofits

Unrestricted funding is money that a nonprofit can use for any purpose as long as it’s in line with their mission. It’s that simple.

This type of funding is often called “general operating funds.” It can go toward supplies, rent, staff salaries, technology, training, or any other expense that the organization needs to cover. It differs from “program funding,” which is funding earmarked for specific projects or programs and cannot be used for general expenses.

Having access to unrestricted funds helps organizations be both agile for the short term and sustainable for the long term. When they can direct the funds themselves, they can be responsive as community needs change. Plus, they can be proactive about investing in innovation and growth.

Take a holistic view of impact measurement

Tracking the impact of unrestricted funding means letting go of the idea that nonprofits are just the middleman that turn funder dollars into specific outcomes. Instead, funders must see themselves as part of an ecosystem that includes nonprofit partners and community members. That means shifting the focus on what you measure and how you assign value to the work.

1. See the relationship as the outcome

When funders cede control of how nonprofits spend their resources, it shifts the dynamic within the relationship to a more trust-based partnership. Nonprofits no longer feel like they are taking orders from funders. Instead, they are in collaboration with them.

This trust strengthens the relationship and makes space for deeper dialogue. Nonprofits are empowered to ask for what they need, and funders are in a better position to understand the impact of their efforts on an ecosystem level.

As an outcome, trust often gets overlooked. But the strength of the funder-grantee relationship is part of the impact of unrestricted funding. Once that trust is established, it opens up the possibilities in terms of future projects that leverage the strengths and resources of both organizations.

In the same way it can be difficult to track the impact of personal relationships, the effect of relationships in this space can be somewhat nebulous. But that doesn’t mean they should be discounted.

Rather than trying to quantify the impact of a strong relationship, trust that strong relationships have a naturally positive effect. So instead of looking at the outcomes of the relationship, track the ways in which you contribute to building a deeper and more trusting connection.

2. Tell more expansive impact stories

When it comes to unrestricted funding, telling impact stories is the best way to make your case for support. But you’re not looking to take full credit for the outcomes of a specific program or project. Instead, you want to measure how your contributions made the whole organization more resilient.

That might mean funding went toward operational costs. Covering those operational costs helps keep the nonprofit running and contributes to every program or project they support. So you can actually tell a much more expansive story.

Rather than trying to take full credit for one aspect of what a nonprofit achieves, show your impact by painting a picture of all that the nonprofit does and then show where your support fits in. 

Don’t stop at just pointing to the nonprofit’s work. Connect with community members to find out how the organization you support makes a difference for real people. Remember, the most compelling stories are honest, human, and emotional. They should resonate with audiences, helping them relate to what you’re describing—whether it’s a personal story or an anecdote about a group you’ve helped along the way.

Here are some sample ideas and formats for how organizations share impact stories:

An interview with a woman caring for her mother who has Alzheimer’s disease, where she describes having more time on her hands, thanks to a nonprofit’s support → a podcast episode or audio clipA story of a young man at the community center who enrolled in our youth enrichment program, saying he couldn’t have finished high school without it → a blog post with photos“Over the course of the year, we were able to serve over 3 million meals in six different countries around the world” → a thank-you compilation video

These anecdotes—no matter how small—serve as a foundation for building stories about how people’s lives are directly affected by unrestricted funding provided to a nonprofit.

3. Make nonprofit resiliency a goal

The nonprofits you support are doing good work that aligns with your mission. That’s why you chose them as partners in the first place.

In the same way that a strong relationship should be an outcome itself, the resiliency of the nonprofit should too. When a nonprofit can attract and retain staff, invest in technology, and plan strategically they’re in a better position to support community members.

So rather than asking nonprofit staff to continually report on the outcomes of their programs, ask the nonprofit how your contributions make the infrastructure of the organization stronger. This is a great way to tie funding directly to outcomes that you know will ripple outwards.

For instance, you know that if a nonprofit team can hire an extra staff person to help with administrative tasks, program leaders will likely have more time to spend building relationships within the community.

4. Focus on what you can realistically track

Telling impact stories to show the results of unrestricted funding means that the narrative is layered and complex. That’s a good thing! And though you want to know how you played a role, be mindful not to get lost in the work of connecting your input to specific outcomes.

Also, be sure that you’re not putting the burden of reporting onto nonprofits themselves. When you can, use their existing impact reports and other internal documents. Lean on casual check-ins and conversations, rather than trying to formalize all communication. 

As you figure out what data is most useful to collect and track, keep your strategy on track by:

Deciding what you can track based on the size of your team and the tools available.Pinpointing the most important outcomes so you can align impact areas with goals.Analyzing, not just tracking. Collecting data is important, but only when you commit to regularly reviewing it and pulling out trends.

Find tools that help you track the impact of unrestricted funding

As funders take a more holistic approach to measuring their impact, they need tools that can capture a story of depth and complexity without making things complicated.

Submittable is a grant management software built to help funders forge and fortify deep relationships with community organizations. With impact reporting that captures both qualitative and quantitative data and tools for seamless collaboration, it’s the ideal platform for grantmakers who are interested in taking an ecosystem-level approach to their work.

Originally published on Jun 23, 2023

At KKR, we are unwavering in our commitment to seek to create and protect value. We have a fiduciary duty to our clients to do so. We also know that there is a wide range of individuals affected by our investment activities, including retirees, businesses, local communities, and others. They too have a meaningful stake in how we invest and do business.

Recently, some have questioned the merits of focusing on “ESG” factors as a tool in investment management. The bases of these questions are:

Genuine disagreement about appropriate ways for our society to deal with challenges such as climate change; energy security; diversity, equity, and inclusion (DEI); and other topics;The appropriate role of business and investors in these areas; andThe lack of uniform definitions for terms like “ESG” or “responsible investing.”

We welcome these questions. In fact, we ask ourselves these same questions. It is through dialogue and self-assessment that we can both learn from others and hold ourselves accountable. For us, our approach to what we call “sustainable investing” is an opportunity to create value and mitigate risk. It is one of many tools we have to create value, including financial proficiency, operational insight, macroeconomic expertise, and the experience gained from KKR’s 47 years of investing. Our experience has shown us that companies that focus on ESG-related risks and opportunities — where material — can create stronger, better investment outcomes. We have been doing this for many years and have publicly shared how we think about sustainable value creation for over a decade.

It is important to recognize that this work is not “one size fits all.” As this year’s report describes — and as we have described in the past 11 reports before it — we seek to identify material risks and potential value creation opportunities as part of our investment process, which are based on a number of factors, including the company’s industry, where it operates, and its stakeholders. When we talk about ESG topics, we refer to material risk factors and opportunities, which may include, for example, understanding safety records at our manufacturing investments, consumer-lending practices at financial services investments, or patient outcomes in health care investments. To enhance our thinking, we aim to incorporate third-party frameworks and standards and bring clarity to a confusing landscape by being transparent about our approach and explicit about the terminology we use to explain it.

More broadly, we identified four key objectives that we believe can align with risk mitigation and value creation across a wide variety of industries. We call these our Global Ambitions. It is our intent to support improved performance across our portfolio companies in these areas: i) Managing material ESG topics and adopting an appropriate governance framework; ii) Engaging human capital; iii) Managing climate risks and opportunities; and iv) Protecting data privacy and cybersecurity.

Why focus on these areas? Put simply: We believe that managing them helps us create and protect value.

As one example, we have found that supporting the implementation of robust employee engagement and ownership programs can create a more productive workforce, increase employee retention, and enhance operational excellence. We have experienced this by supporting employee ownership and engagement programs at 30 of our portfolio companies since 2011. The benefits of an engaged workforce as performance drivers are supported by third-party research1, where engaged teams have been found to drive 14% higher productivity and 23% higher profitability. We further detail these benefits and our experience with other topics within this report.

We also believe that creating and protecting value demands a broad, global lens. Mega and macro trends such as the energy transition, supply chain resiliency, digitization, and lifelong learning are areas of global concern where we intend to invest.

Moreover, we see providing necessary goods and services to customers and addressing global challenges as not mutually exclusive. Globally, we invested approximately $40 billion across multiple asset classes in areas aligned with such macro tailwinds since 2010, and we believe there will be more opportunities in the future. In an era of geopolitical competition, we believe investors should seek to understand geopolitically driven risks and opportunities.

This is a time of rapid social, economic, political, and technological change. Recognizing our primary responsibility to manage the investments of tens of millions of retirees — an important societal objective — and as partners to our portfolio companies in building successful commercial enterprises, we work to navigate these changes with a growth mindset. This includes learning as we go, being committed to improving, and being open to constructive criticism from those who may challenge our assumptions. Throughout all, we seek to create and protect value for our investors and for all those who are relying on us.

To learn more about our approach to sustainable investing and for more information, read our 2022 Sustainability Report.

1. Gallup, The Relationship Between Engagement at Work and Organizational Outcomes: 2020 Q12® Meta-Analysis:10th Edition, 2020.

Originally published in FedEx’s 2023 ESG Report

FedEx contracts with more than 100,000 direct suppliers, employing people across the world to empower our e-commerce and global operations. The FedEx Services Supplier Relationship Management (SRM) team manages and mitigates critical risks in our supply chain by implementing policies and governance practices. We work closely with our suppliers and collaborate with internal stakeholders to advance our ESG goals throughout the value chain, with a focus on diversity and sustainability. We require our suppliers to adhere to the principles outlined in our Code of Conduct and our commitment to protect human rights.

Our global supply chain creates significant economic activity as each FedEx vendor contributes its own revenues, employment, taxes, and capital investments to their national and local economies. According to an analysis prepared by Dun & Bradstreet, FedEx operations and business activity indirectly contributed to net economic output worth an estimated $22.6 billion across the global economy in FY22—a nearly 12% increase over the company’s indirect contributions in FY21. Our activity supported an estimated 193,000 additional jobs beyond the FedEx worldwide employee base—20,000 more jobs than FedEx indirectly supported in FY21.

Our Sourcing Sustainability Impact Team (SIT) identifies best practices and benchmarks our performance to determine where we can improve. We are founding members of the Sustainable Purchasing Leadership Council and follow International Standardization (ISO) 20400 guidance for ESG-related metrics surrounding our sourcing practices across operating companies.

Small-, women-, and minority-owned businesses enhance the strength and resilience of our supply chain. We support the development of diverse suppliers through alliance sponsorships, industry associations, and equitable market access opportunities.

$18.8 billion 

In FY22, our U.S. operations acquired $18.8 billion in goods and services from diverse and small business suppliers.

Through our Small Business Grant Contest, we provided $365,000 in grant money to contest winners in FY22, with 91% given to womenowned businesses and 50% given to minorityowned businesses. Over the last ten years the grant contest has provided over $1.7 million to 111 small businesses across the U.S. The contest is now offered in Europe, India, Asia-Pacific, and Latin America and the Caribbean.

We help women- and minority-owned businesses, including many FedEx suppliers, succeed through the Global Entrepreneurship pillar of FedEx Cares, our global community engagement program focused on in-kind shipping, volunteer work, and charitable giving. Our initiatives provide these entrepreneurs with training, mentoring, networking, capital access, and other resources to assist in growing their business while navigating challenges.

The FedEx E-Commerce Learning Lab, developed alongside Accion Opportunity Fund and womenowned social enterprise 37 Oaks, helps women and minority small business owners develop their e-commerce operations, find new customers, and build professional networks. Nearly 2,200 business owners have engaged with online e-commerce courses, and 88% of Learning Lab graduates feel confident in operating and scaling their e-commerce businesses after having completed the program. Additionally, in FY22, we worked with United Way Mumbai to provide resources and help restart more than 700 women-led micro and small businesses across Maharashtra impacted by the COVID-19 pandemic.

See the Diversity, equity, and inclusion create opportunity section for more information on our DEI initiatives.

Key links 

Global Economic Impact Report

Global Entrepreneurship | FedEx Cares

Supplier diversity

Read more

Abbott

ARLINGTON, Va. and ABBOTT PARK, Ill., June 28, 2023 /3BL/ – On June 24, the American Diabetes Association® (ADA) and Abbott announced a collaboration aimed at better understanding how diabetes technology like continuous glucose monitoring (CGM) systems can help people living with diabetes make informed decisions about their food and activity.

Dietary habits play a pivotal role in glucose control. Nonetheless, individual variations in glycemic response to the same foods make it very challenging to prescribe a universal nutritional plan for diabetes management. Clinical studies support that keeping glucose levels steady over time leads to better clinical outcomes for people with diabetes.1 CGM systems, like those made by Abbott, are an important tool in helping a person manage their diabetes. They offer personalized, real-time data on how food and activity affect glucose levels. Over time, research shows that the data from CGMs allows people with diabetes to learn patterns and create a nutritional plan that provides steady glucose levels and the potential for improved clinical outcomes, like lowering A1C.

“What people with diabetes eat is a critical part of managing their diabetes,” said Charles “Chuck” Henderson, chief executive officer of the ADA. “Personalized nutrition using CGMs has the potential to revolutionize diabetes management by providing individuals with more data and tools to manage their glucose levels, improve their quality of life, and reduce the risk of diabetes-related complications. The ADA is grateful to Abbott for its continued support of our mission to improve the lives of people impacted by diabetes. “

For more than 20 years, Abbott and the ADA have worked together with a shared mission to fight for all those affected by diabetes. Abbott is providing a $2.65 million grant over the next three years to the ADA to enable them to:

Engage with top healthcare professionals and key opinion leaders to evaluate existing clinical evidence on the use of CGM systems for personalized, therapeutic nutrition.Launch two pilot programs targeted at adults with Type 2 diabetes to gain a deeper understanding of the role a CGM can play in personalized therapeutic nutrition. These programs will leverage CGM data to understand how they help people with diabetes achieve their objectives, which include modifications to their nutritional intake and dietary habits.Host roundtable discussions in collaboration with renowned health care experts to review and evaluate the existing clinical evidence. These discussions will investigate the role of therapeutic nutrition using CGM data and its potential to inform nutrition recommendations.

“Abbott’s FreeStyle Libre technology can be a critical tool for all people living with diabetes, not only those on insulin,” said Robert B. Ford, chairman and chief executive officer, Abbott. “We look forward to working with the American Diabetes Association to gather further evidence to show how the technology we designed to be affordable and accessible can provide personalized insights t0 help people make informed decisions about their food and activity.”

About the American Diabetes Association:

The American Diabetes Association (ADA) is the nation’s leading voluntary health organization fighting to bend the curve on the diabetes epidemic and help people living with diabetes thrive. For 82 years, the ADA has driven discovery and research to treat, manage, and prevent diabetes while working relentlessly for a cure. Through advocacy, program development, and education we aim to improve the quality of life for the over 133 million Americans living with diabetes or prediabetes. Diabetes has brought us together. What we do next will make us Connected for Life®. To learn more or to get involved, visit us at diabetes.org or call 1-800-DIABETES (1-800-342-2383). Join the fight with us on Facebook (American Diabetes Association), Spanish Facebook (Asociación Americana de la Diabetes), LinkedIn (American Diabetes Association), Twitter (@AmDiabetesAssn), and Instagram (@AmDiabetesAssn).

About Abbott:

Abbott is a global healthcare leader that helps people live more fully at all stages of life. Our portfolio of life-changing technologies spans the spectrum of healthcare, with leading businesses and products in diagnostics, medical devices, nutritionals and branded generic medicines. Our 115,000 colleagues serve people in more than 160 countries.

Connect with us at www.abbott.com, on LinkedIn at www.linkedin.com/company/abbott-, on Facebook at www.facebook.com/Abbott and on Twitter @AbbottNews.

1 Miller E, Brandner L, Wright E. HbA1c reduction after initiation of the FreeStyle Libre system in type 2 diabetes patients on long-acting insulin or non-insulin therapy [84-LB]. Poster presented at: 80th Scientific Sessions of the American Diabetes Association: June 12-16, 2020; Virtual.

We have a responsibility to lift stigma, address challenges, and empower culturally diverse voices.

As we celebrate Asian American and Pacific Islander (AAPI) Heritage Month, we remain committed to supporting the well-being of our Asian and Pacific Islander colleagues worldwide.

AAPI Month is a time to celebrate the rich cultures, histories, and traditions of our community. With 22 million members (and growing) in the United States alone, our roots can be traced back to more than 20 countries in East and Southeast Asia, and the Indian subcontinent;1 and a rich diaspora of AAPI communities exists in every region.

Despite being one of the fastest growing ethnic groups in the United States, Asian Americans face multiple challenges in many facets of health and well-being. We’re grappling with a mental health crisis, exacerbated by stigma, discrimination, and lack of culturally responsive care.

In the United States, Asian Americans are the least likely racial group to seek help for mental illness.2 In 2022, more Americans blamed the AAPI community for COVID-19 than even during the height of the pandemic in 2020.3 The devastating tragedies in Monterey Park and Half Moon Bay this year have led many Asian Americans to ask, “How do we find healing from here?”

AAPI Month: A space to listen, learn, and heal.

At Dow, these questions are weighing on the minds of many AAPI colleagues. As May is also Mental Health Awareness Month, we dedicate this month to listening to and honoring the AAPI colleagues, who are coming forward to share their courageous mental health journeys.

They are supported by our more than 5,000-member strong Asian Diversity Network – one of Dow’s 10 Employee Resource Groups – along with the entire Dow family, to call for greater psychological safety and cultural understanding in our workplace and beyond.

As the Executive Sponsor of the Asian Diversity Network, I encourage you to reflect with us. Reach out to AAPI colleagues and organizations in your community. Join our voices in calling for greater cultural awareness of an issue as critical as mental health.

Let’s take time to listen, learn, and heal together.

A.N. Sreeram, Senior Vice President, Research & Development, and Chief Technology Officer

1 https://www.pewresearch.org/fact-tank/2021/04/29/key-facts-about-asian-americans/

2 https://www.mhanational.org/issues/asian-american-pacific-islander-communities-and-mental-health

3 https://www.nbcnews.com/news/asian-america/people-now-incorrectly-blame-asian-americans-covid-height-pandemic-rcna27359

Originally published on Aflac Newsroom

COLUMBUS, Ga., June 28, 2023 /3BL/ — Americans don’t seem to be on a path to living healthier, longer lives, according to a study released by Aflac Incorporated, a leading provider of supplemental health insurance in the U.S.1 The Wellness Matters survey, conducted among 2,001 employed adults in the U.S., examines attitudes, habits and opinions about health and preventive care.

The nationally representative survey finds that many — 1 in 4 — simply skip regular checkups because they are feeling healthy. Other reasons cited include conflicts with work hours (23%); not thinking about it (22%); dislike of going to the doctor (21%); insurance issues (21%); fear of hearing bad health news (18%); and time commitment to go to the doctor (16%).2

According to the survey, about half of adults have avoided at least one common health screening, including tests for certain diseases and other exams. At the same time, 51% of respondents who have had cancer said their diagnosis came as a result of a routine checkup or screening.2 

Men and women do not see eye to eye on their current and future health. 
Survey findings show the majority of men have a positive outlook regarding all aspects of their current health, including their ability to control it in the future: weight/BMI (56% men, 38% women); financial health (53% men, 40% women); mental health (66% men, 56% women); and physical health (69% men, 54% women). Hispanic men and women also have differing outlooks: weight/BMI (64% men, 45% women); financial health (57% men, 44% women); mental health (71% men, 62% women); and physical health (77% men, 63% women).2 

Generational points of view show wide gap in control over health. 
According to the survey, Gen Z [ages 18-24] feels the least control over their mental and physical health, yet they are the most likely to skip annual wellness visits that could empower them to feel more in control. Baby boomers [ages 57-65] (64%) and Gen X [ages 41-56] (55%) think preventive care is very important to their overall health and well-being, versus millennials [ages 25-40] (49%) and Gen Z (40%).2 

Managing health and wellness does not come easy for U.S. Hispanic population. 
Among Hispanic survey respondents, 31% indicate language is a barrier to accessing preventive care resources. As a result, 72% have avoided a wellness screening, compared to 46% who do not feel it is a barrier. Many Hispanic respondents also agree (61%) that health care providers and organizations need to better engage and educate the Latino community about the benefits of being proactive with their health and wellness.2

Screenings work and lead to better outcomes. 
A significant number (72%) of Hispanic survey respondents diagnosed with cancer found out at a routine medical exam or regularly scheduled annual screening, compared to 46% of the general population.2

An analysis of Aflac internal data reveals its cancer wellness benefit claims dropped in 2022 compared to 2019 — notably among younger generations. For every 1,000 Aflac policyholders, cancer policy wellness claims dropped 11% for those in their 20s and 9% for those in their 30s.3

“The results of the Wellness Matters survey put a spotlight on the need for individuals to have a more proactive approach to their health care,” said Tom Morey, chief actuary, Aflac U.S. “That is why Aflac is encouraging policyholders and others to take control of their health by building good health habits early, asking health and insurance providers questions, and prioritizing routine wellness checkups.”

Take wellness matters into your own hands — sooner rather than later. 
According to the survey, individuals are more likely to schedule checkups and prioritize wellness screenings as adults if their parents or caregivers demonstrated good habits, such as scheduling childhood wellness appointments, early in life. Most individuals are self-motivated to go to the doctor, most notably Baby boomers (64%), followed by Gen X (45%), millennials (35%), and Gen Z (29%). Additionally, encouragement from loved ones and financial incentives can help motivate individuals to seek preventive care. Many (64%) say they benefit from friends and family who encourage them to go to the doctor for routine visits. Most (85%) are more likely to go to a routine checkup appointment if a cash incentive was offered to help with the cost.2

Learn more at Aflac.com/WellnessMatters.

ABOUT THE STUDY 
The 2023 Wellness Matters Survey was conducted among a nationally representative sample of 2,001 employed U.S. adults ages 18-65 in June 2023 by Kantar Profiles on behalf of Aflac. As part of the Hispanic population report, 200 Spanish-speaking respondents were added for a total of 580 respondents to ensure a robust understanding of this population. The additional 200 are not included in the general population report in order to maintain the nationally representative sample.

ABOUT AFLAC INCORPORATED 
Aflac Incorporated (NYSE: AFL), a Fortune 500 company, has helped provide financial protection and peace of mind for more than 67 years to millions of policyholders and customers through its subsidiaries in the U.S. and Japan. In the U.S., Aflac is the No. 1 provider of supplemental health insurance products.1 In Japan, Aflac Life Insurance Japan is the leading provider of cancer and medical insurance policies in force. In 2021, the company became a signatory of the Principles for Responsible Investment (PRI). In 2022, the company was included in the Dow Jones Sustainability North America Index for the ninth year, the World’s Most Ethical Companies by Ethisphere for the 17th consecutive year, Fortune’s World’s Most Admired Companies for the 22nd time and Bloomberg’s Gender-Equality Index for the fourth consecutive year. To find out how to get help with expenses health insurance doesn’t cover, get to know us at aflac.com or aflac.com/espanol. Investors may learn more about Aflac Incorporated and its commitment to ESG and social responsibility at investors.aflac.com under “Sustainability.”

Media contact: Angie Blackmar, 706-392-2097 or ABlackmar2@aflac.com

Analyst and investor contact: David A. Young, 706-596-3264, 800-235-2667 or dyoung@aflac.com

1 LIMRA 2021 US Supplemental Health Insurance Total Market Report. 
2 Aflac Wellness Matters Survey, 2023. 
3 Aflac internal sources.

This is a brief product overview only. Coverage may not be available in all states. Benefits/premium rates may vary based on plan selected. Optional riders may be available at an additional cost. Plans and riders may also contain a waiting period. Refer to the exact plans and riders for benefit details, definitions, limitations and exclusions. For availability and costs, please contact your local Aflac agent/producer. For availability and costs, please visit www.aflac.com.In Arkansas, Policies B70100AR, B70200AR, B70300AR, B7010EPAR, B7020EPAR. In Delaware, Policies B70100DE, B70200DE & B70300DE. In Idaho, Policies B70100ID, B70200ID, B70300ID, B7010EPID, B7020EPID. In New York, Policies, NY78100–NY78400. In Oklahoma, Policies B70100OK, B70200OK, B70300OK, B7010EPOK, B7020EPOK. In Oregon, Policies B70100OR, B70200OR, B70300OR, B7010EPOR, B7020EPOR. In Pennsylvania, Policies B70100PA, B70200PA, B70300PA. In Texas, Policies B70100TX, B70200TX, B70300TX, B7010EPTX, B7020EPTX. In Virginia, policies A75100VA–A75300VA.

Coverage is underwritten by American Family Life Assurance Company of Columbus. In New York, coverage is underwritten by American Family Life Assurance Company of New York.

Aflac’s family of insurers include American Family Life Assurance Company of Columbus, American Family Life Assurance Company of New York, Continental American Insurance Company, and Tier One Insurance Company. 

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

SOURCE Aflac

“Future-proofing means creating a safe world for our children, somewhere that they want to live. How do we make that happen?” asked Louise Cooke, executive board member, msg global, at this year’s SAP Sapphire Orlando. “Well, technology is part of that answer.”

Leveraging the Power of Data with SAP Sustainability Control Tower

Companies across industries are responding to rapidly increasing sustainability and environmental, social, and governance (ESG) regulation and setting ambitious sustainability targets. Yet, many face the challenge of gaining transparency into the data needed for effective and actionable sustainability management. They need ways to monitor and manage their green lines as meticulously as their top and bottom lines.

Current sustainability management relies heavily on data averages and estimates. The inability to track, manage, and gain insights from live data and embed it into core business processes can cripple even the most well-intentioned sustainability efforts. Worse, it can mislead investors, create compliance issues, and misguide transformation efforts. Unifying sustainability data provides significant gains in capabilities and competitive performance.

SAP Sustainability Control Tower can offer organizations a robust tool for delivering audit-ready sustainability data that aligns with various sustainability and ESG standards. As part of the SAP Cloud for Sustainable Enterprises solution, SAP Sustainability Control Tower helps enable organizations to unlock the power of data to record, report, and act on their sustainability goals – at scale. Companies can drive holistic steering by setting targets; monitor progress and gain actionable insights from dependable sustainability data; and gain trust by establishing robust and auditable sustainability and ESG reporting.

Developing a Systematic Approach to Sustainability

SAP customer and partner msg global is a consulting, implementation, and managed services provider committed to enhancing operational efficiency and decision-making capabilities through the utilization of SAP technology. As the company set its sights on becoming a sustainable enterprise, it implemented SAP Sustainability Control Tower to help enable the data transparency and actionable insights needed to steer holistically towards its sustainability goals.

Cooke oversees msg global’s sustainability business and technology consulting practice, in addition to collaborating with Ulrich Pilsl, chief financial officer at msg global, on its internal sustainability strategy. At SAP Sapphire, Cooke shared insights on msg global’s experience with SAP Sustainability Control Tower, highlighting both achievements and challenges of msg global’s sustainability journey.

As a midsized company, msg global is still navigating its path to sustainability. Over the years, it has undertaken several corporate social responsibility (CSR) initiatives. However, it recently shifted its focus to sustainability by adopting a more structured approach to sustainability. This approach integrates sustainability into core business processes through transparent reporting and goal setting.

With SAP Sustainability Control Tower, msg global published its first sustainability report in 2022, tracking key sustainability performance indicators. SAP Sustainability Control Tower allows msg global to consolidate data from its SAP systems across HR and finance departments, as well as its non-SAP systems. With improved visibility into sustainability data across core business operations, company leaders can make informed sustainability decisions based on real-time insights.

Cooke states that the implementation of SAP Sustainability Control Tower enables msg global to establish baselines, generate reports, and set future-oriented targets and objectives. With this solution, msg global can effectively record, report, and act on sustainability.

Embarking on the Journey

Every business on a sustainability journey encounters obstacles along the way. msg global continues to explore ways to enhance data quality and availability. The company plans to implement SAP Datasphere and SAP Integration Suite to help gather seamless, scalable, mission-critical business data and connect and automate business processes. msg global is also implementing SAP Concur solutions to help gain a better understanding of travel management. Access to more comprehensive travel data is essential for a professional services company committed to sustainable business operations.

Cooke encourages businesses undergoing sustainability transformations to simply take the first step. She believes msg global is on the right track. She and her fellow sustainability leaders continually monitor progress with insights from SAP and make ongoing improvements along the way.

For more information on how SAP helps companies record, report, and act on their sustainability goals, visit sap.com/sustainability.

Bayer’s projects in India, Bangladesh, Kenya, and Mexico/Honduras improve growers’ income and quality of life significantly, new analysis confirms / Majorities of around 70 to 90 percent of smallholder farmers surveyed report positive social benefits since joining the projects / Impact measurement to complement Bayer’s assessment of smallholder reach. 

MONHEIM, Germany, June 28, 2023 /3BL/ – Smallholder farmers say livelihoods have improved after participating in initiatives led by life sciences company Bayer. This is the result of research by independent social impact measurement company 60 Decibels on four Bayer smallholder projects in India, Bangladesh, Kenya, and Mexico/Honduras. In each of the four surveys, a clear majority of participants states that the programs have increased their yields and farming income and improved their way of farming as well as their quality of life, ranging from around 70 percent in Mexico and Honduras to around 90 percent in Kenya.

Bayer recognizes the critical role of the 550 million smallholders worldwide in ensuring food security in low- and middle-income countries and for more resilient and sustainable agricultural systems. In 2019, the company set the goal to support 100 million smallholder farmers in low- and middle-income countries by 2030. To ensure that the implemented smallholder farming strategy contributes to that goal and delivers measurable positive impact, Bayer asked 60 Decibels to examine four projects as a starting point.

“The positive results are encouraging because they validate the objectives of Bayer’s smallholder and regenerative agriculture strategy, with its focus on sustainable production and improving the social and economic well-being of farmers and their communities,” said Frank Terhorst, Head of Strategy and Sustainability of Bayer’s Crop Science division. “The results underline the importance of access to innovation and modern technologies for smallholders, along with knowledge transfer and market linkage.”

60 Decibels surveyed between 275 and 700 randomly selected smallholders in each of the projects from October 2022 to April 2023. The core set of questions are based on longstanding sector research by 60 Decibels and are an integral part of each impact survey they conduct.

Regionally tailored programs lead to positive social impact

“The results give us confidence that we are heading in the right direction, which encourages us to keep pursuing the path we have begun,” said Lino Dias, Vice President Smallholder Farming at Bayer. “The continued learnings from each of the seasons across the different smallholder countries help us bring further improvements to achieve even better results and to drive positive impact at scale.” Surveyed farmers provided recommendations for improvements in areas such as capacity building and a greater presence of advisers and demonstration farms.

The different programs for smallholders are tailored to the needs and agronomic conditions in the respective regions. The Better Life Farming (BLF) initiative in India is part of the global Better Life Farming Alliance that Bayer established in partnership with the World Bank’s International Finance Corporation and Netafim, along with many local partners. At its core, the alliance aims to provide smallholders with education, modern technology, and resources to grow their small farms into commercially viable and sustainable farming businesses. More than 2,500 Better Life Farming centers operating in India, Indonesia, Bangladesh, Mexico, Honduras, and Tanzania improve farmers’ access in remote rural regions through the last-mile delivery model. Two thirds of farmers said they have accessed a service like BLF for the first time and feel more confident than before about investing in agriculture. Through the Better Life Farming (BLF) initiative:

– 78% experienced increased crop production 
– 72% reported increased farming income 
– 74% achieved a better way of farming 
– 71% said that quality of life has improved

In Bangladesh, GeoPotato is designed to support small-scale potato farmers by enabling preventive crop protection and easier decision-making. It is a geodata-driven early warning system for late-blight disease in potatoes to optimize fungicide use, devised by Wageningen Plant Research, Terrasphere, mPower, Bayer and governmental institutions. The study showed that GeoPotato has proven successful and is unique in late-blight alert messaging. It contributes to smallholder farmers’ resilience and recovery from climate shocks. Through GeoPotato:

– 86% experienced increased crop production 
– 83% reported increased farming income 
– 87% achieved a better way of farming 
– 82% said that quality of life has improved

In Kenya, Bayer Vegetable Seeds offers the tomato variety Ansal, coupled with agronomic training, to smallholder farmers. Ansal is a disease-resistant and climate-resilient hybrid with outstanding fruit firmness and extended shelf life. This was confirmed by around 80 percent of farmers, who experienced longer freshness and lower harvest losses versus other varieties. Through Ansal:

– 86% experienced increased production 
– 91% reported increased farming income 
– 73% achieved a better way of farming 
– 89% said that quality of life has improved

In Mexico and Central America, the DKsilos program engages with small-scale cattle ranchers to secure their feed supply during the five-month dry season. The ranchers are trained on how to grow corn on part of their land and how to perform corn silage, a technique that allows feed to be preserved through long periods of time. The DKsilos program complements this support with access to machinery, technical advice and milk collection outlets. Surveyed ranchers witnessed better cattle health, primarily improved cattle weight and better milk quality/production, since working with DKsilos. Through the program:

– 69% experienced increased livestock production 
– 68% reported increased income 
– 75% achieved a better way of farming 
– 67% said that quality of life has improved

Lino Dias further added: “The studies also reflect the impact of Bayer’s collaborative efforts with our partners to bring holistic solutions to smallholder farmers. Deepening the impact further and broadening it to more smallholder countries in the long-term has the potential to improve smallholder incomes sustainably and benefit the inclusive development of low- and middle-income countries across the world.”

For additional report results please visit: Smallholder Farmers | Bayer Global

About Bayer 
Bayer is a global enterprise with core competencies in the life science fields of health care and nutrition. Its products and services are designed to help people and the planet thrive by supporting efforts to master the major challenges presented by a growing and aging global population. Bayer is committed to driving sustainable development and generating a positive impact with its businesses. At the same time, the Group aims to increase its earning power and create value through innovation and growth. The Bayer brand stands for trust, reliability and quality throughout the world. In fiscal 2022, the Group employed around 101,000 people and had sales of 50.7 billion euros. R&D expenses before special items amounted to 6.2 billion euros. For more information, go to www.bayer.com.

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Forward-Looking Statements 
This release may contain forward-looking statements based on current assumptions and forecasts made by Bayer management. Various known and unknown risks, uncertainties and other factors could lead to material differences between the actual future results, financial situation, development or performance of the company and the estimates given here. These factors include those discussed in Bayer’s public reports which are available on the Bayer website at www.bayer.com. The company assumes no liability whatsoever to update these forward-looking statements or to conform them to future events or developments.

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Anna is responsible for managing Suncor’s community investment in the Fort McMurray Wood Buffalo area. By leveraging her connection to community and work experience with Suncor Energy Foundation, she joined the Board of the then newly established Wood Buffalo Community Foundation (WBCF). Her first task: develop a grant process – and quickly! This new process allowed WBCF to make its first donations within months of launching. Along the way, WBCF began working closely with Capacity Canada, a charity that helps other organizations with strategic plan development support and board member training.

WBCF launched in 2017, to provide long-term financial support for projects in health, the environment, sport, arts, culture and other emerging community needs. Like many charities that can’t afford full-time staff, WBCF had an operational board, meaning the board members themselves carried out most of the organization’s work. One challenge they faced, in those early days, was how to issue grants.

“When the board first approached me, I was intrigued,” recalls Anna, who is responsible for managing Suncor’s community investment in the Fort McMurray Wood Buffalo area. “Drawing from my experience in community investment and seeing how the Suncor Energy Foundation (SEF) makes donations, I was confident I could do it.”

Right on time, Anna developed a grant process and began building a committee to review the applications, allowing WBCF to make its first donations within months of launching.

As the foundation matured, the board realized they needed to recruit members with professional skills like Anna’s, and diverse perspectives that represented the community. They were able to onboard new members with human resources and legal experience to guide the foundation as it hired staff and navigated accepting different kinds of donations, including real-estate.

Along the way, WBCF began working closely with Capacity Canada, a charity that helps other organizations by offering strategic plan development support and board member training.

Anna signed up for Capacity Canada’s training and has used what she learned to help WBCF move from an operational board to a governing board.

“There were four of us from WBCF that took Capacity Canada’s Modern Board course,” shares Anna. “The timing was perfect as we learned the necessary steps to transition our board from day-to-day operations to one that is focused on strategic direction and financial oversight.”

Capacity Canada, a SEF partner since 2011, offers the Modern Board course twice a year. The course aims to equip participants with a fundamental understanding of effective board membership and addresses specific concerns that board members may encounter. Participants who successfully complete the course also receive a micro-credential in partnership with Conestoga College’s continuing education program.

“The course was comprehensive and appropriately challenging,” reflects Anna. “They provided ample time for reflection and facilitated online group discussions, which I found immensely helpful in absorbing the material and immediately applying it to my board role.”

ROSEMEAD, Calif., June 28, 2023 /3BL/ – Twelve aspiring lineworkers will be awarded up to $25,000 each to pursue a chance to become a Southern California Edison lineworker. This is part of the 2023 Edison International Lineworker Scholarship Program, funded by Edison International shareholders and IBEW Local 47, designed to bring in lineworkers to help power the clean energy future. 

California has sizeable electrification needs to meet ambitious clean energy goals, and the electric industry will need highly skilled lineworkers to reach them. According to labor statistics, the demand for lineworkers is expected to rise by 8.5% by 2026. Edison’s Lineworker Scholarship Program is designed to fill that need with skilled lineworkers, right here in Southern California. 

“SCE needs well-trained and energetic lineworkers more than ever as we work to assure a grid that is reliable, resilient and ready to meet our customers’ demands in a clean energy future,” said Heather Rivard, SCE’s senior vice president of Transmission Distribution. “The Lineworker Scholarship Program is already helping us meet those needs, and I look forward to meeting the new scholarship winners, including a former U.S. Marine and our second female recipient!” 

The recipients of the 2023 Edison International Lineworker Scholarship are:

NameCityAngela Bruleé                               Los Angeles        Ivan CastanedaNorwalkJesse ChhingLong BeachLazarus FuentesBloomingtonJustin JohnstonPico RiveraNisifolo LolesioSan JacintoDaniel MaldonadoForest FallsFreddy McCutcheonLakewoodIsrael MendezSouth GateJermone MitchellLancasterUbaldo Reyes TapiaMaywoodBrandon RossMoreno Valley

 

Launched in 2021, the Edison International Lineworker Scholarship Program initially focused on attracting Black participants. This year, the program expanded its focus to include candidates who self-identify as Asian Pacific Islander, Native American or female. The Lineworker Scholarship provides tuition, tools and support services, such as housing, transportation and childcare, needed to complete required training at Los Angeles Trade-Technical College and to obtain a Class A driver’s license. 

2022 Lineworker Scholarship recipient Nicole Taylor said, “Three words that describe my journey since receiving the scholarship are resilience, strength and teamwork. There is a sense of camaraderie between the scholarship recipients, and the support we’ve received from the 2021 cohort has helped me along my journey.” 

Recipients are eligible for an entry-level groundman/groundwoman position at SCE once they complete the Powerline Mechanic Certificate program, obtain a Class A driver’s license and complete SCE pre-employment requirements. All jobs will be located within SCE’s 50,000-square-mile service area, and the company may require graduates to relocate for their positions. 

To learn more about the Lineworker Scholarship winners, visit the 2023 Lineworker Scholarship Spotlight page. 

The next application period will start next spring. Applicants are encouraged to visit Edison International Lineworker Scholarship to stay up to date on next year’s eligibility requirements. 

About Edison International 
Edison International (NYSE: EIX) is one of the nation’s largest electric utility holding companies, providing clean and reliable energy and energy services through its independent companies. Headquartered in Rosemead, California, Edison International is the parent company of Southern California Edison Company, a utility that delivers electricity to 15 million people across Southern, Central and Coastal California. Edison International is also the parent company of Edison Energy LLC, a global energy advisory firm engaged in the business of providing integrated decarbonization and energy solutions to commercial, industrial and institutional customers.

Media – Contact: Diane Castro, (626) 302-2255