The sound of a bagpipe is unforgettable — mournful, yet steady. For first responders and their families, that sound often marks the most difficult day of their lives: the final goodbye to a hero. Joe Brady, a U.S.-based Motorola Solutions employee, plays those notes to keep a promise he made two decades ago.

Joe founded and leads the nonprofit organization Wake and District Public Safety Pipes and Drums, dedicated to honoring public safety professionals while preserving the cultural heritage of Scottish bagpipes and drums. While many rest on the weekends, Joe puts on his tartan and glengarry hat, leading a group of 70 volunteers across the Carolinas.

Standing for the Fallen

Joe dedicates up to 1,200 hours every year planning, mentoring new pipers and performing at more than 100 ceremonies. From celebratory promotions to somber line-of-duty funerals, Joe stands ready to honor. He’s built an institution that ensures no fallen first responder is forgotten and no family has to walk through grief in silence.

Joe describes his work through three simple ideas:

  • Stewardship: Protecting a centuries-old tradition.
  • Duty: Showing up for those who show up for us every day.
  • Connection: Building trust between the public and the people who protect them.

person playing the bag pipes

Serving Those Who Serve

With over 30 years in public safety and two decades volunteering for first responders, Joe’s dedication goes beyond the workday. He embodies the Motorola Solutions commitment to building mission-critical communications tools for police, fire and EMS teams, connecting them when every second counts. This exceptional service earned him the 2025 CEO Award for Volunteerism, an honor he quickly shared with his fellow volunteers.

“This award is a profound honor,” Joe shared. “I’m incredibly fortunate to work alongside a team of volunteers who are deeply passionate about serving our first responders, and I’m proud of the support and tribute we’re able to provide to these heroes and their families.”

Global Commitment to Service 

Joe’s commitment is just one example of the purpose-driven spirit woven throughout Motorola Solutions. Around the world, Motorolans find unique ways to serve their local communities and support the heroes who keep us safe.

We’re proud to share these stories of impact, grit and heart. Joe’s journey is a vital part of our collective effort to show up, give back and commit to a cause greater than ourselves.

Please contact media@actionagainsthunger.org for inquiries.

By Ahmed Issak Hussein, Communication and Advocacy Coordinator for Action Against Hunger Somalia.

It was four in the afternoon when Abshiro Abdullahi Bare’s phone lit up with a mobile money notification. She had been sitting in her shelter wondering, as she did most days, what the family would eat.

She called her husband immediately. The money is here.

For four months, her family of nine had been eating once a day. Some days, there was nothing at all.

That $100 — the first of three monthly transfers from an emergency cash program — was the moment things began to change.

Before displacement, Abshiro and her husband Hassan Abdi had a functioning livelihood in Deeh village, Garasweyne district. They farmed 1.3 acres and kept 52 goats, enough to feed the family and generate income.

Then successive droughts hit. Water sources dried up. Crops failed. Disease killed livestock. To survive, the family sold animals cheaply until only 18 goats remained. In a final bid for stability, they packed what they had left and walked two days to a displacement camp in Yeed.

“We had land and animals,” Abshiro said, “but the drought took everything from us until we had nothing left to survive on.”

Camp leaders gave the family a small plot. Hassan built a shelter from locally available materials and found work hauling firewood by donkey cart, earning roughly $3 a day for nine people.

The income covered almost nothing.

“We don’t have food stocks,” Abshiro said. “The little money we received is used to buy what to eat for today. Sometimes we have to store cooked food for the small children to eat later.”

Abshiro contributed where she could, collecting firewood at times, managing the shelter, caring for the children, while the pressure to provide weighed heavily on Hassan.

“I appreciate my husband for the good work he put in during this time,” Abshiro said. “He kept going even when there was nothing.”

One of the children was screened by Action Against Hunger nutrition teams and found with a mid-upper arm circumference (MUAC), a standard measure of acute malnutrition, of 10.9cm, below the 11cm threshold that triggers treatment. The child was referred immediately to the Action Against Hunger Yeed Outpatient Therapeutic Program for care.

In late February 2026, Action Against Hunger teams conducted household vulnerability assessments across Yeed settlement as part of the Somalia Cash Consortium, funded by EU Humanitarian Aid.

Abshiro’s household met multiple vulnerability criteria: recent displacement, total loss of productive assets, nine dependents, severely reduced food intake, and income well below subsistence level. She was registered for emergency multipurpose cash assistance.
“When they told me I had been selected, I felt like someone had finally seen our suffering.”

Each monthly transfer of $100 arrived directly to Abshiro’s mobile phone. She and Hassan reviewed their most urgent needs together before she managed the spending, a joint process that reflected how the household had always operated, even under pressure.

The money went toward staple foods such as rice, flour, sugar, cooking oil, milk, and vegetables, as well as clean water, medicine, children’s clothing, and fodder to keep the remaining goats alive. Over three months, the family’s meals increased from one to three times a day.

The child enrolled in the Outpatient Therapeutic Program was discharged after treatment with a MUAC of 11.9cm, a full centimeter of recovery that nutritionists measure in weeks of consistent feeding and care.

Abshiro saved $30 from each monthly transfer ($90 in total), a discipline that speaks less to comfort than to hard-learned knowledge of how quickly things can collapse.
Abshiro’s experience was not isolated. Across Yeed settlement, families receiving cash assistance were able to re-engage with local markets, stabilize food consumption, and begin making decisions beyond the immediate day.

Adan Mohamed, a village elder in the Yeed community, had watched the drought’s impact accumulate across many households. He had also watched what followed the cash transfers.

“Before the assistance, families were struggling to find one meal,” he said. “The cash gave people the ability to buy food, pay for water, and keep their animals alive. When a family can do those three things, they start to recover. We saw that happen here.”

The rains have now returned to Garasweyne. Hassan has gone back to their land in Deeh to prepare the farm for cultivation, starting over, with fewer animals than before and no savings beyond what Abshiro set aside during the crisis.

“The remaining goats can reproduce now that the rains have come,” Abshiro said. “That is where we start.”

The family is rebuilding from a lower base than the one drought destroyed. But they are rebuilding.

The emergency cash did not restore what the drought took. It was never designed to. What it did was hold the family together long enough for conditions to shift — keeping the children fed, the goats alive, and the option of return open.

Somalia has faced compounding crises for decades. Drought, flooding, conflict, and displacement have combined to strip households of assets and resilience faster than they can be rebuilt. Millions of families like Abshiro’s, formerly self-sufficient, are now navigating displacement on marginal income and sitting in a precarious middle ground between acute emergency and recovery.

Multipurpose cash assistance, delivered unconditionally and directly to recipients, is among the most effective and cost-efficient tools in humanitarian response. It works through local markets, respects the agency of recipients, and addresses multiple needs simultaneously. The evidence base, built over two decades of programming, is consistent.

The Somalia Cash Consortium, supported by EU Humanitarian Aid and implemented by Action Against Hunger alongside partner organizations, applies this approach at scale across displacement-affected communities in Somalia. In Yeed, it reached a family on the edge and gave them the stability to begin again.

“This cash support did not just save my family,” Abshiro said. “It gave us life again when everything had been lost.”
***

Action Against Hunger leads the global movement to end hunger. We innovate solutions, advocate for change, and reach 26.5 million people every year with proven hunger prevention and treatment programs. As a nonprofit that works across over 55 countries, our 8,500+ dedicated staff members partner with communities to address the root causes of hunger, including climate change, conflict, inequity, and emergencies. We strive to create a world free from hunger, for everyone, for good.

In automotive manufacturing, precision and reliability extend far beyond the assembly line; they demand a high-performing physical foundation. The Ray team is proud to highlight its recent collaboration with Kia Georgia at their West Point manufacturing facility, where The Ray’s Natural Capital program oversaw the installation of 14 acres of perennial native grasses and wildflowers.

Specifically selected to address the severe wind and water erosion common to large-scale industrial testing environments, this project introduces a new blueprint for corporate facility endurance through three core areas of impact:

Erosion Control & Ground Stabilization: Establishing deep-rooted native vegetation that anchors the soil far more effectively than traditional turf grass. This protects the slopes surrounding the test track from heavy wind and water degradation, maintaining the site’s physical integrity.

Smart Stormwater Management: Utilizing natural absorption properties of perennial root systems to capture and filter heavy rainfall. This mitigates localized flooding, limits sediment runoff into nearby water resources, and ensures the testing surface remains safe and operational.

Low-Maintenance Industrial Buffers: Replacing high-maintenance lawns with a resilient, self-sustaining ecosystem. This significantly reduces the need for frequent mechanical mowing and chemical inputs, lowering operational costs while naturally adapting to the active manufacturing environment.

Driving Commercial Innovation

The Ray team is currently analyzing performance data from Kia Georgia to determine how to scale this model across other industrial sites. This research is a key part of the mission to deploy infrastructure that prevents severe erosion, protects water quality, and delivers operational savings. As these biological assets continue to mature along the test track, we all move closer to a self-healing, cost-effective manufacturing infrastructure network built for long-term resilience.

Read more.

NEW YORK and LONDON, June 2, 2026 /3BL/ – AccountAbility recently announced the launch of the public consultation process for the next edition of the AA1000 Stakeholder Engagement Standard (AA1000SES v3), introducing their revised framework designed to help organizations navigate a rapidly evolving stakeholder, regulatory, and technological landscape. The announcement coincided with a global webinar introducing the updated Standard, featuring Working Group Co-Chairs Dr. Gaia Pretner, Head of Sustainability at European Football Clubs, and Hanya Gartner, Director of ESG at Carrier.

Originally launched in 2005 as the world’s first Stakeholder Engagement Manual, the AA1000SES established a globally recognized approach for organizations seeking to strengthen accountability, transparency, and sustainability performance through effective stakeholder engagement. The current edition, AA1000SES v2 (2015), has guided organizations across industries and geographies for the past decade.

The forthcoming AA1000SES v3 reflects significant shifts in how organizations engage with stakeholders in an environment increasingly shaped by digital communication, social media, artificial intelligence (AI), and expanding sustainability disclosure requirements.

“Stakeholder engagement has evolved from a basic communications function into a core strategic capability that directly impacts governance, resilience, risk management, and long-term value creation,” said Mr. Sunil (Sunny) A. Misser, CEO of AccountAbility. “The AA1000SES v3 is designed to help organizations transition from periodic consultation exercises towards more continuous, responsive, and impact-driven engagement models that reflect the realities of tomorrow’s operating environment.”

The revised Standard introduces the concept of “Fourth Generation Stakeholder Engagement” – an approach centered on strategic integration, co-creation, and measurable impact. While preserving the AccountAbility Principles of Inclusivity, Materiality, and Responsiveness, AA1000SES v3 places Impact at the forefront, as a foundational principle for stakeholder engagement practice.

The "Fourth Generation" of Stakeholder Engagement

The updated Standard also responds to the growing role of stakeholder engagement within emerging sustainability disclosure and governance frameworks, including the Global Reporting Initiative (GRI), Corporate Sustainability Reporting Directive (CSRD), European Sustainability Reporting Standards (ESRS), International Financial Reporting Standards Sustainability Disclosure Standards (IFRS S1 & S2), and the Taskforce on Nature-related Financial Disclosures (TNFD).

“Organizations today face increasing pressure to demonstrate not only that they engage stakeholders, but that those engagements are credible, responsive, and connected to strategic decision-making,” said Dr. Natasha Matic, Chair of the AccountAbility Standards Board. “AccountAbility’s AA1000SES v3 is intended to provide organizations with a practical and ‘easy-to-use’ framework for embedding stakeholder perspectives into governance, sustainability, and business performance.”

Key enhancements to the AA1000SES v3 include expanded guidance on continuous engagement processes, collaborative and co-creation engagement models, the use of digital and AI-enabled engagement tools, and interoperability with evolving global sustainability frameworks and regulations.

“In sport, fans are now far closer to players and coaches through social media. Managing that range of voices is a real challenge,” said Dr. Gaia Pretner, Head of Sustainability at European Football Clubs and Co-Chair of the AA1000SES v3 Working Group. “The difficulty is finding someone inside the organization with the time, the capabilities, and the understanding to run a stakeholder engagement plan that is genuinely useful – not a box-ticking exercise, but a process that serves both the sustainability agenda and the broader business strategy. That is why part of my role in this working group is ensuring the AA1000SES v3 is easy to understand and applicable to everyone who could benefit from it.”

“Over the years, I’ve seen the importance placed on stakeholder engagement increase in step with the advancement of sustainability,” said Hanya Gartner, Director of ESG at Carrier and Co-Chair of the AA1000SES v3 Working Group. “This aligns closely with the rise of digital technology, social media, and the greater focus on transparency we’re seeing in the financial sector. This is exciting, but it’s complicated. I joined this process to help design a Stakeholder Engagement Standard that will enable Carrier and other companies to manage the complexity ahead.”

The revised Standard will also be accompanied by a suite of supplemental resources, including a Practitioner’s Guide, Materiality Assessment Guide, AI-Enabled Assurance Matrix, and Interoperability Guidance Document.

As with all the Series of AA1000 Standards, the development of AA1000SES v3 is being conducted through a broad, multi-stakeholder process incorporating perspectives from businesses, investors, assurance providers, regulators, academics, civil society organizations, and sustainability practitioners worldwide.

The public consultation period will remain open through June 12, 2026, supporting the planned release of AA1000SES v3 in Q4 2026. 

AccountAbility encourages organizations and stakeholders across sectors and geographies to review the draft Standard and contribute feedback to help shape the future of stakeholder engagement practice. Access the public consultation here, and watch the webinar discussion introducing the AA1000SES v3 here.

About AccountAbility

AccountAbility is a leading global standards and consulting firm that works with businesses, investors, governments, and multilateral organisations to innovate and advance the global sustainability agenda by improving the practices, performance, and impact of organizations. We focus on delivering practical, effective, and enduring results that enable our clients and standards users to succeed. AccountAbility operates globally from offices in New York, London, Riyadh, and Dubai, through a highly qualified team that has received awards and recognition by the Financial Times, Forbes, and Capital Finance International. Learn more at www.accountability.org.

For media inquiries or further information, please contact:

Mr. Lev Novak 
Head of Marketing & Communications 
AccountAbility

Phone: +1 617-276-6348

Email: Lev.novak@accountability.org

Website: www.accountability.org

In this episode, host Keith Knoke, Chair of the Board for Inogen Alliance from Antea Group USA, is joined by Alizabeth Smith (Antea Group USA) and Chris Trim (Peter J. Ramsay & Associates Australia) to discuss how risk management is evolving in 2026. Together, they examine the growing strategic role of EHS functions, the importance of predictive risk indicators, and how companies are building resilience through proactive planning, collaboration, and better management of operational and psychosocial risks.

Listen Now

Time Stamps

  • 00:00:00 – Introduction: how risk management is changing in 2026
  • 00:01:31 – Why risk is now faster, more connected, and business critical
  • 00:03:11 – EHS influence at the board and strategic level
  • 00:05:17 – How COVID changed organisational understanding of risk
  • 00:07:24 – Business resilience and continuity planning
  • 00:10:14 – Due diligence, operational risk, and proactive assessments
  • 00:14:28 – Emerging business risks: supply chains, packaging, and PFAS
  • 00:16:22 – Leading indicators and predictive risk management
  • 00:20:17 – Management of change and operational decision-making
  • 00:26:22 – Global collaboration and local expertise in risk management
  • 00:31:53 – Emerging risks organisations should prioritise
  • 00:33:08 – Closing reflections and preview of the bonus episode

Guest Quotes

Alizabeth Smith:
“Risk used to mean emergency response plans. Now it touches every part of the company.”

Chris Trim:
“The more proactive you can be about identifying risks, the better off you can be.”

Lenovo is supporting the advancement of the Integrated Dreams mission through the Football for All Leadership Programme, the first international programme specifically designed to promote employability, entrepreneurship and networking of people with disabilities in the sports world.

Inclusion is a core value at Lenovo – across our culture, products, and the way we do business. But after announcing that Lenovo would be the Global Technology Partner of the 2026 FIFA World Cup, a new opportunity to use sport as a catalyst for inclusion arose.

As the most popular sport on the planet, Football is also a proven global democratizer. It brings communities together, teaches important life skills, and can connect people with transformative opportunities. Jose Soares, founder of Integrated Dreams, recognized this when he started Integrated Dreams to empower the inclusion of people with disabilities through sport and education.

Today, Lenovo is supporting the advancement of the Integrated Dreams mission through the Football for All Leadership Programme, the first international programme specifically designed to promote employability, entrepreneurship and networking of people with disabilities in the sports world.  By funding the development of the Football for All technology programme, Lenovo is empowering people with disabilities to create a lasting positive impact for the community. But as accessibility experts know – you can’t just develop an app, share it with a community of users with disabilities, and assume it will work. That’s why Lenovo’s Head of Corporate Citizenship, Santiago Mendez, traveled to Morrocco to complete user testing as part of the 2026 Football For All Leadership Program (FFALP), made possible by a grant from FIFA Foundation and the World Football Remission Fund.

Lenovo volunteer present FFALP participant with a Lenovo laptop

Leveraging the best practices of Lenovo’s Inclusive Product Design Office, Mendez, Morrocco-based Lenovo employees, and Integrated Dreams staff led FFALP participants through guided testing to ensure the new platform truly met the community’s needs. Tested on Lenovo’s tablets and notebooks (based on participant needs), initial testing reviews were promising, and Mendez looks forward to the further expansion and use of the platform.
 

people on athletic field

“It was wonderful to watch the users experience the app and determine how they could use it to meet their individual needs and entrepreneurial education,” shared Mendez. “But it wasn’t all testing – the participants were there because they also love football. Having fun on a pitch together at the end of the day truly highlighted the power of football as a catalyst for inclusion. Through our values of inclusion and innovation, Lenovo is uniquely positioned to make a lasting impact with Integrated Dreams and watch our smarter technology for all vision come to life!”

“Lenovo has been working with us to develop the platform for over a year. They understand the potential of technology to connect and educate our community, and we’re excited about the resource they’ve helped us develop,” shared Jose Soares, Integrated Dreams Founder and Chief Association Executive.

Moving ahead, Integrated Dreams will continue to refine the platform as it is shared with communities worldwide. The team is looking forward to the entrepreneurial outcomes, connections, and community that the platform will build – another notable example of technology that’s powered by humanity, changing our greatest challenges into our greatest breakthroughs.

" "

Originally published on Kenvue.com

Kenvue Canada and Fuel Transport took a practical step toward lower-emissions logistics earlier this year—launching a pilot to test electric freight delivery across select urban routes in the Greater Toronto Area(GTA). Known as theElectric Loop (eLoop), the initiative focuses on how electric vehicles perform in real-world conditions, including dense city routes, multi-stop delivery patterns, and colder weather environments.

The pilot deploys an electric truck on a short-haul route across the GTA with the aim to better understand operational performance, energy efficiency, and overall emissions impact in day-to-day use—insights that can help inform future approaches to urban logistics.

The collaboration reflects a shared focus on innovation and future-ready transportation. By working together, Kenvue and Fuel are exploring how more flexible, customized delivery networks can support lower-emissions operations while maintaining reliability.

By testing and learning in real time, both companies are working to better understand the role electric delivery vehicles can play in reducing transportation-related emissions—while helping to shape more efficient, lower-emissions supply chains for the future, in line with our Healthy Lives Mission.

For Cynthia Garrido, working in the port industry means being part of a broader transformation. As Personnel Planning Supervisor at DP World’s operations in Callao, Peru, she plays a key role in coordinating operational staff and ensuring the smooth execution of daily operations. Her journey reflects both personal perseverance and the growing presence of women in maritime and logistics roles traditionally led by men.

Leading Operational Planning with Purpose

Over the years, Cynthia has developed extensive experience managing operational workforce planning in a highly dynamic environment. Her leadership, commitment, and professionalism have helped strengthen operational efficiency while contributing to a collaborative workplace culture.

“Being part of the 1.2% of women working in the port sector means being part of the change,” Cynthia shares. “We have the skills and leadership needed to prove there are no differences.”

Breaking Barriers in the Port Sector

Working within operational planning has presented unique challenges, particularly in an environment where female role models have historically been limited. Despite this, Cynthia has continued to grow professionally, demonstrating resilience and leadership.

She believes strongly in encouraging more women to pursue careers in the port and logistics industry. Through her experience, she hopes to inspire future generations to confidently enter technical and operational roles across the sector.

“If another woman asked me whether she should join DP World or the port industry, I would absolutely say yes,” Cynthia says. “Even though it may be challenging at first, there will always be someone by your side, and you can do it.”

Creating Lasting Impact Through Inclusion

Reflecting on her journey, Cynthia emphasizes the importance of inclusion and equal opportunity in shaping the future of the industry.

“To my younger self 15 years ago, I would say this: women in the port sector did not come to take up space — we came to add value. Leadership and capability have no gender.”

Careers That Make an Impact at DP World

At DP World, employees are empowered to grow their skills, lead with purpose, and help shape the future of global trade. Across more than 70 countries, DP World is committed to fostering a diverse and inclusive workplace where people can create meaningful impact within the business and the communities where it operates. Learn more at careers.dpworld.com

Kiplinger readers have named KeyBank “Outstanding” across every core category in the National Bank segment of the 2026 Readers’ Choice Awards, a distinction determined entirely by the customers who bank with them every day.

Now in its fourth year, the Kiplinger Readers’ Choice Awards gathered responses from more than 4,200 readers across the country, all of them active customers at the financial institutions they rated. Participants weighed in on service quality, trust, ease of use and overall experience, and were invited to share written feedback in their own words.

KeyBank earned “Outstanding” ratings in all three categories evaluated for national banks, customer service, overall satisfaction and likelihood to recommend, the highest designation given in the survey. With nearly 950 branches across 15 states, including New York, Ohio, Pennsylvania, Washington and Colorado, KeyBank is among the few large-footprint regional banks to receive across-the-board “Outstanding” scores, a result that points to its ability to deliver consistent, personal service at scale.

“Delivering a best-in-class experience, one where our clients feel truly valued, supported, and understood at every stage of their journey, is central to everything we do,” said Victor Alexander, Head of Key’s Consumer Bank. “Our commitment goes far beyond any single transaction; it’s about building lasting relationships grounded in trust and service excellence. Hearing directly from the clients we serve every day through an independent and respected voice is incredibly meaningful. It not only validates the work we’re doing but also challenges and inspires us to keep raising the bar, continuously improving, and finding new ways to serve our clients better.”

Among the written responses, one participant described a relationship with KeyBank spanning several decades and said their trust in the bank had only deepened over time. Kiplinger editors noted this kind of sustained, long-term confidence as a recurring theme in the KeyBank feedback.

What sets KeyBank’s 2026 results apart is consistency: the bank posted high scores across every individual metric tracked in the survey, not just the headline categories. That pattern, no weak spots across a wide-ranging evaluation, suggests strong performance is embedded in how KeyBank operates, rather than concentrated in isolated service areas.

The Kiplinger Readers’ Choice Awards are considered among the most trustworthy consumer guides in personal finance because every rating comes directly from verified active customers, not editorial panels, industry associations or sponsored surveys. Covering financial categories from banking and credit cards to investment brokers and wealth managers, the awards give consumers a peer-based view of which institutions are performing well in practice, not just on paper.

©2026 KeyCorp®. All rights reserved. KeyBank Member FDIC.

CFMA #260527-4519778

 Originally published on PSEG ENERGIZE! 

Across New Jersey, thousands of families rely on local nonprofits every day for meals, transportation, shelter and other essential support. Through partnerships with community organizations, the PSEG Foundation helps connect residents with critical resources during times of need. 

Why do community partnerships matter for New Jersey families? 

Community organizations often serve as the first line of support for families facing food insecurity, housing instability or financial hardship. These partnerships help strengthen local programs and expand practical support for the people who rely on them most. 

Organizations like The Salvation Army, SHARES Nation and Paterson Task Force are helping communities across New Jersey respond to growing needs through practical, local assistance. 

How is The Salvation Army of Elizabeth helping New Jersey families?

The Salvation Army of Elizabeth provides food, shelter and transportation support to families across Union County facing financial hardship. Through a range of community programs and services, the organization helps residents access critical resources when they need them most. 

Between 2020 and 2025, The Salvation Army of Elizabeth provided critical support across the community by:

  • Providing 239,836 food pantry meals 
  • Sheltering 2,528 individuals 
  • Serving 178,214 hot meals  
  • Donating 11,399 toys to children 

Volunteers serving food

Support from the PSEG Foundation has also helped The Salvation Army expand culturally sensitive meal options in their soup kitchen, improve transportation services and respond to growing community needs.

The organization’s work reflects the importance of local partnerships in helping communities remain resilient and connected. 

Learn more about The Salvation Army’s services at SalvationArmyUSA.org

How is SHARES Nation supporting families in New Jersey? 

Founded in 1998 through a partnership between concerned citizens and utility companies, SHARES Nation helps New Jersey families facing unexpected financial hardships access critical utility and housing assistance. Through programs that provide rent, mortgage and property tax support, the organization works to help residents remain safe, stable and connected during difficult times. 

People with open laptops at SHARES Nation booth

Because unexpected challenges can happen to anyone, SHARES Nation continues to help families access the support they need when they need it most. Eligible New Jersey residents may qualify for up to $1,400 in assistance — including up to $700 for gas expenses and $700 for electric expenses

Support from the PSEG Foundation has helped SHARES Nation continue to provide emergency assistance and expanding access to resources for New Jersey residents facing financial hardship. The organization’s work reflects the importance of community partnerships in helping families remain supported during times of uncertainty. 

Learn more about SHARES Nation at SharesNation.org

How is Paterson Task Force for Community Action supporting families in New Jersey? 

The Paterson Task Force for Community Action helps families across Northern New Jersey access critical support, food assistance and essential household resources. 

With support from the PSEG Foundation, Paterson Task Force Community Action was able to provide cleaning and hygiene vouchers to 339 individuals and 147 families, along with food vouchers for 196 individuals and 82 families.

These programs help families maintain clean, safe and healthy living conditions while easing financial strain during difficult times. 

Through these programs, residents can purchase household essentials including soap, shampoo, cleaning products and hygiene supplies, along with food staples such as fresh produce, grains, meat, canned goods, baby food and infant formula.

The organization’s work reflects the importance of local partnerships in helping communities remain supported during times of financial uncertainty. 

Learn more about the Paterson Task Force for Community Action at PatersonTaskForce.com

Supporting stronger communities across New Jersey

The PSEG Foundation continues to support nonprofit organizations across New Jersey that help residents access food assistance, housing support, transportation resources and educational opportunities. 

By working alongside trusted community partners, we’re helping strengthen the local support systems New Jersey families count on every day. Together, these partnerships are helping communities remain supported and connected through practical, local assistance. 

To learn more about the PSEG Foundation’s community initiatives and nonprofit partnerships, visit pseg.com/Foundation

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