Tag: 3BL

KeyBank and Operation HOPE, Inc., a national non-profit dedicated to financial empowerment for underserved communities, today announced plans to provide access to its HOPE Inside program across three branches in KeyBank’s footprint. HOPE Inside delivers financial education programming and coaching, including homebuyer education, to help empower community members with knowledge and tools to create a secure financial future.

Starting this summer, KeyBank will have a dedicated Operation HOPE financial coach placed in branches in Buffalo (the East Delavan branch), Denver (the West Evans branch), and Seattle (the Kent Downtown branch). The coaches provide education and programming to everyone including adults, youth, disaster survivors, and employees at no cost.

“Since our inception, we’ve been focused on supporting the communities we serve – not just to survive but also to thrive. This is just another step toward helping our community members progress on their unique financial journeys,” said Victor Alexander, Head of Key’s Consumer Bank. “We’re excited for our partnership with Operation HOPE and look forward to the important education and guidance this will provide within our communities, empowering our neighbors to move forward on their financial path.”

KeyBank and Operation HOPE’s partnership will focus on two key areas:

Homebuyer Education. HUD-certified Operation HOPE coaches will offer group homebuyer education classes and coaching sessions to provide individuals with knowledge, skills, and resources to help overcome common challenges first-time homebuyers face as they go through the home loan process.Financial Education. Credit and money management education, where onsite Operation HOPE coaches will assist and lead individuals through guided steps on how to improve money management and provide support throughout their financial journey.

“As KeyBank continues to be a values-forward, purpose-driven company, Operation HOPE stands ready to accelerate their positive mission,” said John Hope Bryant, Founder Chairman and CEO of Operation HOPE. “Together, we will provide access to financial literacy tools that open the possibilities to increase homeownership, entrepreneurship and the ability to build stronger communities.”

KeyBank’s homebuyer focus with Operation HOPE is just one way the bank is making access to homeownership easier and more equitable. This program follows Key’s introduction of the Key Opportunities Home Equity Loan1 and the increase of KeyBank Home Buyer Credit SM 2 , two Special Purpose Credit Programs3 offered for qualifying properties in eligible communities to help borrowers on their path to owning a home, as well as a commitment to invest more than $25 million in grants, fee waivers, and marketing over five years to increase mortgage lending in majority-minority neighborhoods and more than $1 million to homebuyer education and other community support.

NOTICE: This is not a commitment to lend or extend credit. Conditions and restrictions may apply. All home lending products, including mortgage, home equity loans and home equity lines of credit, are subject to credit and collateral approval. Not all home lending products are available in all states. Hazard insurance and, if applicable, flood insurance are required on collateral property. Actual rates, fees and terms are based on those offered as of the date of application and are subject to change without notice. Mortgage and Home Equity Lending products offered by KeyBank are not FDIC insured or guaranteed.

About KeyCorp

KeyCorp’s roots trace back nearly 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $198 billion at March 31, 2023. Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 1,000 branches and approximately 1,300 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 Member FDIC. NMLS #399797. Mortgage and Home Equity Lending products offered by KeyBank are not FDIC insured or guaranteed.

About Operation HOPE:

Since 1992, Operation HOPE has been moving America from civil rights to “silver rights” with the mission of making free enterprise and capitalism work for everyone—disrupting poverty for millions of low and moderate-income youth and adults across the nation. In 2023, Operation HOPE was named to Fast Company’s World Changing Ideas Award for pursuing innovation for good. Through its community uplift model, HOPE Inside, which received the Innovator of the Year recognition by American Banker magazine, Operation HOPE has served more than 4 million individuals and directed nearly $4 billion in economic activity into disenfranchised communities—turning check-cashing customers into banking customers, renters into homeowners, small business dreamers into small business owners, minimum wage workers into living wage consumers, and uncertain disaster victims into financially empowered disaster survivors. Operation HOPE recently received its eighth consecutive 4-star charity rating for fiscal management and commitment to transparency and accountability from the prestigious non-profit evaluator, Charity Navigator. For more information, visit OperationHOPE.org. Join the conversation on social media at @operationHOPE.

1Key Opportunities Home Equity Loan is a rate discount program provided as a permanent rate reduction that will be reflected in the Promissory Note interest rate. Interest rate discount is not combinable with any other offers. To qualify for the Key Opportunities Home Equity Loan rate discount program, the collateral address for the loan must be in an eligible census tract within an eligible community. Mortgage and Home Equity Lending products offered by KeyBank are not FDIC insured or guaranteed. KeyBank extends credit secured by residential real estate without regard to race, color, religion, national origin, sex, handicap, or familial status.

2Eligibility is determined based on both census tract and community location. Not all census tracts within a listed community are eligible. Not all properties in communities that are listed may qualify. Eligible communities are subject to change without notice.

3 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).

Copyright © 2023 KeyCorp®. All Rights Reserved CFMA #230615-2127930 
 

For over a decade, we’ve had the privilege of supporting many of the world’s most influential brands and organizations by amplifying their corporate sustainability and social impact commitments.

Doing the right thing hasn’t always been so popular. In the beginning, we forged into uncharted territory becoming the only news distribution platform dedicated to sharing cause and volunteering news in multimedia formats. As the shift from philanthropy to CSR was underway, so was our work on building meaningful relationships to develop the most comprehensive distribution network and analytics suite.

Over the years, we’ve stood by and counseled our clients on their communications through it all. From the heralding of the Brands Taking Stands era to when the pandemic took hold changing the world as we knew it to the summer of 2020 when racial injustice was brought to the fore to the rise of ESG in the mainstream. As the business landscape and expectations of companies changed, we adapted to meet the moment and our clients’ needs. And, today, we’re doing just that again.

What you’re seeing on 3BL’s site and platform is a brand identity that has been simplified to emphasize our heritage and connection to the Triple Bottom Line, or 3BL, an approach to business that emphasizes people, planet and profits.

While we have dropped “media” from our name, we have doubled down on our commitment to drive engagement around clients’ sustainability and social-impact stories with the audiences that matter – from ESG ratings agencies and media to consumers, job-seekers, investors and more. New distribution channels and updated analytics are being added to the 3BL platform each and every month.

We’ve also expanded our TriplePundit Brand Studio. Companies seeking high-impact original digital content may now turn to the veteran TriplePundit editorial team to produce quality assets, insights and engagement.

Our credibility and specialist focus means that when we share our clients’ news, the right people take notice. Our unmatched service ensures that the client messages we share have been optimized for attention and impact. So, the conversations really get going. And, that’s what really drives action.

3BL: At the heart of the conversation on people, planet & profit.

He works all day under the shade of a wonderful forest to produce coffee, cocoa and vegetables. While he works, his children go to school and his wife prepares food that is harvested from the plot.

Like Don Manuel and his family, there is not a single person or business that does not rely on services provided by our natural ecosystems. Yet the adverse effects caused by species overexploitation, changes in land and sea uses, habitat loss, invasive species, pollution, climate change and displacement of communities are putting these ecosystems under ever-increasing pressure. This means we are increasingly challenged on how to preserve natural capital while also meeting production and consumption needs.

But there is a solution. All stakeholders who make use of a landscape’s natural resources, whether directly or indirectly, have a key role to play in maintaining the ongoing health and feasibility of that landscape. A collaborative approach is the best way to achieve global climate and biodiversity goals and to protect our landscapes – and this is where the sustainable landscape approach comes in.

What is a landscape?

There is currently no scientific consensus on the definition of a ‘landscape.’ South Pole considers a landscape to be a geographical space consisting of natural and/or human-modified ecosystems which are influenced by ecological, historical, political, economic and socio-cultural activities and processes.

To get the boundaries just right, the area to be considered as a landscape should be defined collectively and collaboratively by all the stakeholders involved, with a clear goal in mind of maximising positive impacts while maintaining control over the monitoring and governance processes. If a defined landscape is too small, it won’t capture the breadth of activities that influence or are impacted by the natural health of the landscape. But if it’s too big, it may not be useful for driving action relating to governance, ecosystem services, human living patterns, supply chains, and sustainable production.

The Sustainable Landscape Approach (SLA)

The sustainable landscape approach (SLA) is a collaborative process that integrates policies and practices for multiple land uses within a given area. This is done in order to effectively address environmental challenges and maximise positive outcomes.

The sustainable landscape approach brings together all stakeholders (landowners, businesses, governments, civil society, NGOs, investors and others) who have an influence on a specific landscape and incentivises them to partner up in working towards a common goal. The specific roles and responsibilities for the SLA are defined in an action plan, and a committee and landscape manager are also appointed to lead the coordination and the follow-up. Consensus and communal benefit should be at the heart of the process.

Ultimately, the sustainable landscape approach ensures that the landscape is considered as a broader ecosystem of activities and actors, rather than as a patchwork of individual sites and/or projects. The approach also helps address the environmental, social and political challenges commonly associated with the protection and restoration of ecosystems: by systematically coordinating the design, implementation, monitoring, and follow-up of the activities implemented in a territory by a given group of actors, the SLA seeks to reconcile agricultural, industrial, conservation, economic development and other competing land use activities..

Benefits of the SLA

Managing an area with a sustainable landscape approach can provide several key benefits, including:

Enhanced ecosystem services to store carbon, maintain watersheds and conserve biodiversity, all contributing to the local economy and to productivity in the agricultural sector.Improvement of value chains through more efficient use of resources, along with reduced pressure on the agricultural frontier on local ecosystems.Defined opportunities for technical assistance to build farmers’ capacities in the sustainable management of natural resources.The design of financial mechanisms to channel investments into promoting biodiversity and reducing emissions.Better access to premium markets and potentially higher incomes from implementing sustainability protocols that are recognised by buyers.Incentives for communities to take conservation actions based on clear results.Greater recognition of all stakeholders, activities, and challenges through an inclusive governance structure.

The four pillars of sustainable landscape management

All activities implemented under the SLA — like forest conservation or restoration, the installation of solar panels, development of agroforestry and silvopastoral systems, capacity building, job creation or creating better health or education infrastructure — should fall under one of four fundamental pillars:

Governance: actions to promote transparency, participation, inclusion, and coordination in land use policies.Human well-being: actions to protect and improve quality of life across health, education and employment.Sustainable production: actions to manage supply chains by using more sustainable practices with a reduced impact on ecosystems.Natural capital: actions to protect and restore ecosystems, biodiversity and ecosystem services.

Such activities are generally implemented and monitored by the owner of the land area that is being managed with a sustainable landscape approach, and this landowner receives technical support from other stakeholders, including NGOs, academics and project developers. The landowner reports on progress using specific metrics and shares any lessons learned in order to improve the management of the landscape.

Can two different conservation instruments coexist?

Within a landscape, environmental projects can be leveraged to improve the local quality of life and to conserve vulnerable ecosystems, all while contributing to the fight against climate change and offering adaptation options for local communities.

Depending on a landscape’s characteristics, different types of projects can be combined within a landscape’s boundaries, even when those projects are associated with different environmental markets (i.e. the compliance or voluntary market). For example, a single landscape could combine a REDD+ project in a stable forest, a habitat bank for biodiversity offsets, and a water payment for ecosystem services scheme (PES).

Case study: the Alicante River Canyon

South Pole’s Alicante River Canyon project is an example that brings together different project types within the same landscape. Deep in the mountains of the department of Antioquia, Colombia, small communities of landowners cultivate the land and raise cattle between patches of forest. In some cases, agriculture is combined with agroforestry systems of cocoa, coffee, and fruit trees, while cattle ranching is sometimes established in silvopastoral systems, meaning that agroforestry, foraging and the grazing of domesticated animals are integrated in a mutually beneficial way.

The common goal of the project is to create ecological corridors that connect areas subject to sustainable production practices (e.g. agroforestry) with remaining forest patches and protected areas.

Communities in the landscape in Antioquia are already experiencing the negative impacts of climate change and biodiversity loss. Developing projects under the SLA provides an opportunity to channel investments into maintaining ecosystem services and protecting biodiversity – but also into supporting the development of smallholder farmers and rural communities in an effective, measurable way.

Originally published in Henkel’s Sustainability Report 2022

We are on a journey toward an environmental transformation of our business model. To achieve this ambition, we intend to transform our processes, products and use of raw materials in the direction of a resource-efficient, climate-neutral future. We are focusing on climate change mitigation measures, a functional circular economy, and the protection of nature and biodiversity.

Climate

Climate change is one of the major global challenges of our time. We are committed to achieving the 1.5-degree target of the Paris Climate Agreement. The risks for society and for our company are significantly lower at a temperature increase of 1.5 degrees Celsius than at 2 degrees Celsius. We consider climate change to be a factor that intensifies existing risks, but also offers numerous opportunities at the same time. Addressing climate change requires action by all key stakeholders, including policymakers, the private sector, communities, and civil society. With a CDP rating of A- for our climate commitment, among other things, we are committed to doing our part to help find a solution. This is why we joined the Alliance of CEO Climate Leaders, a network of business leaders from different industries and regions, in 2022. This community, led by the World Economic Forum, is committed to accelerating decarbonization and expanding partnerships across global value chains.

Henkel has set science-based emissions reduction targets based on a 1.5-degree pathway for our Scope 1 and 2 targets. We consider climate change and its impacts as part of our sustainability and risk management approach, and also across our entire value chain. It is relevant for us from two perspectives: One is with regard to the potential impact of our business activities on the global greenhouse gas balance, and the other is with regard to the potential impact of climate change on our business activities. We are striving to become a climate-neutral company. This is also increasingly being referred to as a net-zero balance for a company’s business activities. This is based on the vision of ensuring that business activities do not contribute to further global warming. Since the net-zero term is subject to a variety of interpretations, we decided to use the global corporate net-zero standard of the Science Based Targets Initiative (SBTi) as our guide. SBTi launched the standard in 2021 to provide clear guidance, criteria and recommendations needed for companies to set science-based net-zero targets in line with a 1.5-degree Celsius future. Our path to this vision currently already includes a wide range of targets and activities to reduce and avoid emissions. In doing so, we do not rely on premature compensation.

Circular Economy

Decoupling economic growth from the consumption of finite natural and fossil resources and developing a circular economy are key approaches to sustainable value creation and climate protection.

Eliminating, reducing and – where this is not possible – recycling packaging materials, especially for our consumer goods, is the best way to minimize waste and the related negative environmental effects. Our goal is to reduce the amount of packaging material we use to a minimum – without compromising the quality, performance or safety of our products – and to provide consumers with all the information they need for safe use and proper disposal. With a few exceptions, today our packaging has been developed to provide the level of performance consumers expect, while minimizing the use of resources. In addition, our packaging can be disposed of in existing collection and recycling systems.

At the same time, resource consumption can be reduced if materials are kept within the cycles of the economy for as long as possible. As a result, our mission is to include materials from sustainable sources and to design packaging so that it can be reused as raw materials for new products in order to close the material loop. Our packaging developers work closely with suppliers, packaging material manufacturers, recyclers and reprocessors to meet the requirements of functional packaging.

In our Adhesive Technologies business unit, we also pursue the approach of using our high-quality, innovative packaging adhesives to support other companies in their implementation of a circular economy. To accomplish this, we are focusing on innovative solutions that facilitate recycling and on the separation of materials to make it possible to repair, reuse and refurbish products and product parts.

Henkel is also pursuing a variety of approaches to implement closed-loop recycling in its own production processes. In this area, we emphasize the separate collection of all recyclable waste streams at our sites.

Natural Resources

Growing consumption and resource scarcity due to an increasing global population and accelerated economic activity are putting more and more pressure on ecosystems. The negative effects are already being felt: according to a report published by 🔗 IPBES (Intergovernmental SciencePolicy Platform on Biodiversity and Ecosystem Services), human activities are threatening nearly one million species with extinction. Conserving species diversity and biodiversity is important to Henkel, as intact ecosystems and soil biodiversity are essential as a basis for sustainable agriculture and the use of raw materials in production. Our 2021 stakeholder survey results showed that biodiversity is also becoming an increasingly important issue for our partners and other stakeholders.

The Earth’s water resources are not only unequally distributed, they are also threatened by climate change as well as increasing pollution and overuse. We recognize the importance of using this resource responsibly, particularly as healthy water ecosystems are key to protecting biodiversity.

Learn more in Henkel’s Sustainability Report 2022

(DES MOINES, Iowa, June 21, 2023 /3BL/ — Principal Financial Group® developed a pollinator garden on the campus of its global headquarters and is celebrating the impact of this new space during Pollinator Week. Pollinator Week seeks to raise awareness for pollinators and how they can be protected.

The Principal® pollinator garden is located in what had previously held an office building and reached the end of its lifespan. The transformation follows the trend of adding green space in urban areas – as corporate real estate owners look for different space utilization and to bolster environmental commitments. “Urban areas are always looking for ways to attract people to live, work, and play – and biodiversity is a key area of focus,” says Carissa Schmidt, director, enterprise property solutions at Principal.

The idea of adding a pollinator garden came from a number of Principal employees and was a meaningful addition to the urban green space. “Pollinator gardens are relatively low cost, low maintenance, fit well with the commitment Principal has made to the environment, and can engage employees and the community. Pollinators are a major contributor to our food supply. Bees, in particular, pollinate many of the fruits and vegetables we consume. Due to alarming declines in pollinator numbers, the federal government, civic groups, and corporations have increased efforts to provide habitat for pollinators,” highlights Jo Christine Miles, director, Community Relations & Principal Foundation. The Principal pollinator garden can be enjoyed at the 7th Street Green which also includes a wide lawn, trees, and native plantings.

About Principal Financial Group® 
Principal Financial Group® (Nasdaq: PFG) is a global financial company with 19,000 employees1 passionate about improving the wealth and well-being of people and businesses. In business for more than 140 years, we’re helping more than 62 million customers1 plan, protect, invest, and retire, while working to support the communities where we do business, and build a diverse, inclusive workforce. Principal® is proud to be recognized as one of the 2023 World’s Most Ethical Companies® by Ethisphere2, a member of the Bloomberg Gender Equality Index, and a “Best Places to Work in Money Management3.” Learn more about Principal and our commitment to building a better future at principal.com.

1 As of March 31, 2023 
2 Ethisphere, 2023 
3 Pensions & Investments, 2022

Insurance products issued by Principal National Life Insurance Co (except in NY) and Principal Life Insurance Company®. Plan administrative services offered by Principal Life. Principal Funds, Inc. is distributed by Principal Funds Distributor, Inc. Securities offered through Principal Securities, Inc., member SIPC and/or independent broker/dealers. Referenced companies are members of the Principal Financial Group®, Des Moines, IA 50392.

Principal®, Principal Financial Group®, and Principal and the logomark design are registered trademarks of Principal Financial Services, Inc., a Principal Financial Group company, in the United States and are trademarks and services marks of Principal Financial Services, Inc., in various countries around the world.

©2023 Principal Financial Services, Inc.

2950042-062023

Originally published in GoDaddy’s 2022 Sustainability Report

Environmental Impact

We operate with the future in mind.

As a forward-thinking company with a global presence, we are conscious of our responsibility to protect the environment for future generations. We hold ourselves to a high standard of stewardship in areas where we have the greatest impact and influence, and we engage our employees in our determination to operate sustainably.

APRIL IS EARTH MONTH 
For Earth Month 2022, GoDaddy went all in with events and opportunities for employee engagement, and we spotlighted GoDaddy employees who went the extra mile to protect the environment. We also incentivized our employees to donate household items for reuse by giving them $20 to donate to an organization of their choice.

Climate Change Commitment

Climate change is a rapidly growing threat to humanity. At GoDaddy, we believe that everyone has a critical role to play in addressing this urgent challenge. In 2022, we issued a position statement on climate change highlighting our stance in support of urgent climate action. We also shared our corporate greenhouse gas (GHG) emissions reduction goal and our approach to reducing our impact.

50%: We are committed to reducing our scope 1 and 2 GHG emissions by 50% by 2025 from a 2019 baseline.

Greenhouse Gas Emissions

In 2022, GoDaddy’s scope 1 and 2 market- based emissions totaled 33,621 mt CO2e. When compared to our 2019 baseline, we reduced our scope 1 and 2 emissions by 35%. In 2022, our scope 1, 2, and 3 emissions footprint totaled 175,846 mt CO2e.

2022 Emissions Breakdown

<1%: Scope 118.4%: Scope 2 – Market Based60.5%: Scope 3 – Purchased Goods & Services6.4%: Scope 3 – Capital Goods3.8%: Scope 3 – Fuel- and Energy-Related Activities1.8%: Scope 3 – Upstream Transportation and Distribution<1%: Scope 3 – Business Travel<1%: Scope 3 – Employee Commuting7.5%: Scope 3 – Use of Sold Products<1%: Scope 3 – Investments

The Impact of Our Data Centers

Our data centers are the primary driver of our combined scope 1 and 2 emissions. To mitigate these impacts, we are working to reduce the energy usage and footprint required to run our workloads in our data centers. To accomplish this, we are actively consolidating our footprints into larger sites where we can leverage scale efficiencies and improved power usage effectiveness (PUEs), a key measure of data center energy efficiency.

In 2022, we significantly increased our workload density, which allowed us to accelerate our consolidation process and avoid the need for additional data center capacity, all while migrating nine additional data center footprints to larger locations. To track our progress in increasing footprint density over time, we use key performance indicators.

Many of our data centers already leverage resource-efficient technologies. For example, our data center in France uses groundwater for cooling, which significantly reduces energy use. We are committed to continually improving, and we strive to replace inefficient infrastructure where possible. In 2021, we conducted an external energy audit for our largest data centers, and we are using these results to identify additional opportunities for improvement.

Since 2019, for example, all of the data centers we operate in European, Middle Eastern and African (EMEA) areas used 100% renewable energy from Guarantees of Origin (GOs). We also evaluate renewable energy options for the data centers we operate globally.

The Impact of Our Workspaces

Our hybrid work model reduces demand on physical workspaces, and we continue to seek ways to reduce our environmental impact by promoting sustainable design and optimizing our real estate footprint.

Located in Tempe, Arizona, our headquarters are designed with sustainability in mind, with features including:

Energy-efficient heating, ventilation and air conditioning (HVAC) systemsLED lightingLow-flow plumbingRecycling programsSolar arraysReclaimed water facilities used for landscapingElectric vehicle charging stations

Reducing our environmental impact through portfolio optimization is an important priority for GoDaddy. In 2022, the Global Real Estate team worked to reopen 25 offices around the world while actively optimizing our real estate footprint to meet the needs of a hybrid work model, conserve costs and mitigate environmental impacts. Through this optimization effort, we reduced our active global real estate footprint by approximately 105,000 square feet. This metric reflects properties under our operational control, including owned and leased properties and vacant, non-sublet spaces.1

REAL ESTATE FOOTPRINT OPTIMIZATION 
Over the course of two years, optimization efforts reduced our active corporate real estate footprint by approximately 40% — that’s over 400,000 square feet.

About This Report 
Unless otherwise noted, the GoDaddy 2022 Sustainability Report outlines our environmental, social and governance (ESG) strategies, activities, progress, metrics and performance for the fiscal year that ended on December 31, 2022. This report references the Global Reporting Initiative (GRI) Standards and includes select Sustainability Accounting Standards Board (SASB) Standards metrics for the Internet Media and Services sector.

GoDaddy is committed to regular, transparent communication about our sustainability progress, and to that end, we will share updates on an ongoing basis through our website and will continue to publish an annual Sustainability Report.

To learn more, please read our 2022 Sustainability Report.

1In our 2021 Sustainability Report, “active corporate real estate footprint” included vacant real estate and space available for sublease. 
 

Originally published on Built From Scratch

Summer is officially here. Rising temperatures often coincide with rising outdoor water use, primarily due to an increase in lawn and landscape watering. Experts estimate that 50 percent of the water we use outdoors is wasted due to evaporation, wind, or inefficient irrigation methods and systems. Use less water and promote healthy landscapes by sharing facts about overwatering and tips for reducing outdoor water use.

Simple Tips for Saving Water Outdoors 

As much as 50% of the water we use outdoors is wasted from inefficient watering methods and systems. Curb your water waste!

Homes with automatic irrigation systems can use about 50 percent more water outdoors than those without them. Check your summertime water bill—how does your warmer weather water use compare to winter months? Here are some tips for keeping water use under control:

Timing is everything: Know how much water your landscape actually needs before you set your sprinkler. Your local utility can offer recommendations for how much water certain plants need in your region and the best times to water. Generally, it’s best to water lawns and landscapes in the early morning and late evening because significant amounts of water can be lost due to evaporation during the heat of the day.Look for the label: If your system uses a clock timer, consider upgrading to a WaterSense-labeled controller. WaterSense-labeled irrigation controllers either use local weather data or the level of moisture in the soil to determine whether the landscape needs water, which reduces waste while focusing on plant health.Go with a pro: Contractors certified through a WaterSense-labeled program can audit, install, or maintain home irrigation systems to ensure water isn’t wasted. Make sure you ask for credentials.Tune up your system: Inspect irrigation systems and check for leaks and broken or clogged sprinkler heads, and redirect sprinklers that are spraying the sidewalk, street, or driveway. Replace broken sprinkler heads with WaterSense-labeled models, which regulate water pressure at the nozzle to reduce misty, fogging, and overspray when a home’s water pressure is higher than recommended for your irrigation system.Play zone defense: When planting, assign areas of your landscape different hydrozones depending on sun/shade exposure, soil and plant types, and type of sprinklers, then adjust your irrigation system or watering schedule based on those zones’ specific needs. This helps you avoid overwatering some areas or underwatering others.

GET RIGHT TO THE ROOTS: Microirrigation provides water directly to plant roots at a lower flow rate, allowing the water to soak into the soil and reducing runoff. Consider hiring an irrigation professional to help design your microirrigation system.

Even if your home doesn’t have an irrigation system, there are several simple steps you can take to promote a healthier lawn and garden with less water this summer:

Step on it: Grass doesn’t always need water just because it’s hot out. Step on the lawn, and if the grass springs back, it doesn’t need water. An inexpensive soil moisture sensor can also show the amount of moisture at the plant’s roots and discourage overwatering.Leave it long: Raise your lawn mower blade. Longer grass promotes deeper root growth, resulting in a more drought-resistant lawn, reduced evaporation, and fewer weeds. Give your hose a break: Sweep driveways, sidewalks, and steps rather than hosing them off. And don’t forget to check for leaks at your spigot connection and tighten as necessary.

SAVE OUTDOORS WITH WATERSENSE: Combining a smart irrigation controller and spray sprinkler bodies that have earned the WaterSense label can save water, time, and money on water and sewer bills.

Click here to learn more about The Home Depot’s commitment to sustainability. For more tips on reducing outdoor water use, visit www.epa.gov/watersense/outdoors.

Keep up with all the latest Home Depot news! Subscribe to our bi-weekly news update and get the top Built from Scratch stories delivered straight to your inbox.

ROCHESTER, N.Y., June 21, 2023 /3BL/ – Paychex, Inc., a leading provider of integrated human capital management software solutions for human resources, payroll, benefits, and insurance services, today announced that National Urban League will receive a $1 million grant from the Paychex Charitable Foundation. The grant, which allocates $250,000 annually over four years, will support job training and workforce development programs in key markets where Paychex has a high concentration of employees.

This is the fourth major gift given under the Paychex Charitable Foundation’s strategic giving framework focused on well-being, addressing mental health, physical health, financial health, and professional skills development. This gift to National Urban League will benefit the professional skills development focus area. Paychex announced similar grants to Mental Health America, Feeding America, and Junior Achievement USA earlier in 2023 to support emotional, physical, and financial health, respectively.

“Working directly with 730,000 businesses across the country, Paychex sees firsthand how the dynamics of the U.S. labor market impact both employers and employees, and the vibrancy of our communities,” said John Gibson, Paychex president and CEO. “We’re proud to support the National Urban League as they drive economic empowerment through programs that allow workers to build and develop the skills necessary to power the businesses of tomorrow.”

With more than 90 local affiliates across the U.S., the National Urban League serves 300 communities with direct services that improve the lives of more than three million people annually through program areas that include education and job training, housing and community development, workforce development, entrepreneurship, health, and quality of life.

“We are proud to partner with forward-thinking partners like Paychex, who understand the value of a diverse and inclusive workforce,” National Urban League President and CEO Marc H. Morial said. “Together, we’re building a stronger, more resilient economy for all Americans.”

In addition to this financial gift from the Paychex Charitable Foundation, Paychex will be seeking opportunities to engage its 16,000 employees as a volunteer network to help advance the Nation Urban League’s mission of helping African Americans and others in underserved communities achieve their highest potential through economic empowerment. The markets that will receive funding through this gift are: Baton Rouge, La.; Phoenix, Ariz.; Rochester, N.Y.; Tampa, Fla. and West Palm Beach, Fla.

To learn more about the Paychex Charitable Foundation, visit the foundation’s website.

About Paychex 
Paychex, Inc. (Nasdaq: PAYX) is a leading provider of integrated human capital management solutions for human resources, payroll, benefits, and insurance services. By combining innovative software-as-a-service technology and mobility platform with dedicated, personal service, Paychex empowers business owners to focus on the growth and management of their business. Backed by 50 years of industry expertise, Paychex serves more than 730,000 payroll clients as of May 31, 2022, in the U.S. and Europe, and pays one out of every 12 American private sector employees. Learn more about Paychex by visiting www.paychex.com and stay connected on Twitter and LinkedIn.

About National Urban League 
The National Urban League is a historic civil rights organization dedicated to economic empowerment in order to elevate the standard of living in historically underserved urban communities. The National Urban League spearheads the efforts of its 92 local affiliates through the development of programs, public policy research and advocacy, providing direct services that impact and improve the lives of more than 3 million people annually nationwide. Visit www.nul.org and follow us on Twitter and Instagram: @NatUrbanLeague.

View original content here

In honor of Fifth Third Bank’s 165th Anniversary, Cincinnati Vice Mayor Jan-Michelle Lemon Kearney and Cincinnati City Council Member Scotty Johnson read a proclamation on behalf of Mayor Aftab Pureval declaring June 17, 2023, as Fifth Third Heritage Day.

The proclamation event included Fifth Third regional president Tim Elsbrock, Fifth Third senior leadership and employees at Fifth Third Center in downtown Cincinnati.

The proclamation read:

Be it Proclaimed:

Whereas, Fifth Third Bank’s rich heritage began in 1858 when a group of visionaries, led by William W. Scarborough, founded the Bank of the Ohio Valley; and,

Whereas, over its long service, Fifth Third has worked to deliver a better tomorrow for everyone it serves through series of historic industry “firsts” for innovation, and has strived to be a source of strength, security, value and trust; and,

Whereas, Fifth Third is headquartered in Cincinnati, Ohio and operates four main businesses—Commercial Banking, Branch Banking, Consumer Lending, and Wealth & Asset Management across a network of financial centers in 11 states; and,

Whereas, Fifth Third’s origin banks were among the catalysts that helped Cincinnati’s business district flourish and it continues to anchor its operations at Cincinnati’s historic Fountain Square; and,

Whereas, the hallmark of Fifth Third’s past and preset success lies within its passionate, diverse, and talented employees who are united around core values to serve the customers and communities in which we live and work; and, 

Whereas, Fifth Third is committed to accelerate racial equity, equality, and inclusion among its customers, communities, and employees and to be a driver of sustainable change; and,

Whereas, Fifth Third is celebrating its 165th anniversary on June 17th and continues to be inspired to improve the lives of others through strong relationships with all customers, community members and employees.

Now, therefore, I, Aftab Pureval, Mayor of the City of Cincinnati, do hereby proclaim June 17, 2023 as “Fifth Third Heritage Day” in Cincinnati. 

Elida Cristina Martins is standing next to an aerial photograph of her farm. The tree cover and jungle-like growth covering the property are easily observable. She is proud of the photo, set in a gilded frame, and once you see another picture, one taken nearly 20 years ago of the same area, you’ll understand why. The comparison is stark – the older photo is of a modest white house with low-lying green behind it and a scrubby patch of dirt in front. There are no trees, no grass, no shade. This current version of Elida’s farm is an oasis of different trees, shrubs, and other plant life has been thoughtfully integrated to maximize their symbiotic relationships. 

Elida is part of an initiative led by the World Wildlife Fund (WWF) Brazil and funded in part by the Tapestry Foundation to rehabilitate degraded areas of the Cerrado biome, a vast savanna that covers the state of Moto Grosso do Sol in Brazil. Her farm, Boa Vida, is one of the sites where WWF is promoting the sustainable restoration of land that had been previously converted to ranch land for cattle grazing. The collection of native vegetation includes a diverse variety of plants, many of which are edible. This is agroforestry, the integration of trees and shrubs into crop and animal farming systems to create environmental, economic, and social benefits. In addition to improving the health of the land, this model offers an opportunity for comprehensive social impact.  

The leather supply chain is long, complex, and opaque; in most regions of the world, there is little traceability of hides and leather as it moves through the value chain. Globally, habitat conversion for pasture is the largest single driver of deforestation. As part of a four-year, multi-faceted $3 million grant launched in 2022, the Tapestry Foundation and WWF are partnering to accelerate the development of deforestation- and conversion-free (DCF) leather supply chains. What is unique about this approach is that while the long-term benefits of reforestation are crucial, investing in the area in the short-term is a vital part of the process. 

In the short term, the grant is focused on social enterprise models that support the local community and environment. In the first year, the project has restored nearly 11,000 acres of pasture and riparian areas and WWF has held seven training courses to initiate seed collection community projects with 125 rural people reached through these courses (67% women including settlers and local landowners). Native seed collection, which is a key step in the recovery of degraded areas, contributes directly to economic empowerment of rural families, the appreciation of local knowledge, and the empowerment of these women. Women who complete these courses and become involved in seed collection are able to substantially increase their household income. 

In a recent visit to the Cerrado, Tapestry and WWF teams spent two weeks on the ground meeting with local people, including Elida, to experience first-hand the importance of centering local voices to meet immediate challenges while also creating long-term change. Year one of the pilot project reinforced that change cannot happen without the collaboration of communities, and that true innovation comes from testing and learning from new ways of thinking. WWF Brazil and the Tapestry Foundation outperformed year 1 targets for reforestation by 750% through funding hyper-local social enterprise models that scale reforestation efforts while providing economic opportunities for local community members.  

Tapestry, parent company of Coach, kate spade new york, and Stuart Weitzman, is dedicated to proving a deforestation and conversion free leather supply chain can exist in Brazil but we know a comprehensive approach is necessary and will take time.  

Over the long-term, the project aims to create lasting solutions that support responsible sourcing of leather, reduce land conversion and deforestation, and restore what has already been degraded. Tapestry will be a key partner in scaling up important work led by WWF to the rest of the manufacturing sector and beyond to the rest of the cattle and leather supply chains in areas threatened by deforestation. Together this partnership will learn the best ways to shift the economic incentives leading bad actors to clear swaths of forested land (like cattle ranching and monocropping) to sustainable integrated solutions. While WWF tests solutions like agroforestry on the ground to reorient approaches around land use, Tapestry is working in conjunction with our industry on other commitments and pledges around deforestation and moving forward a DCF supply chain.  

Deforestation is a complex problem that requires purposeful cooperation—the Tapestry grant with WWF allows collaboration with all stakeholders, from cattle ranchers to government decision makers, fellow fashion brands, to the communities living within proximity of areas feeling the worst effects of deforestation, to work together to change the system.