Tag: 3BL

ATLANTA, May 11, 2023 /3BL Media/— The Global Food Safety Initiative (GFSI; the Coalition), The Consumer Goods Forum’s Coalition of Action on food safety, welcomes three new industry experts to the GFSI Steering Committee.

The new members of the Steering Committee, who will help shape the direction of the Coalition, drive collaboration between retailers and manufacturers, ensuring an open and transparent relationship with key stakeholders, and help deliver its mission of safe food for people everywhere, are:

Deann Akins-Lewenthal, Senior Director Global Food Safety, Mondelez InternationalCindy Jenks, Head of Technical Division, Pick n PayMary Weaver, Chief Food Safety and Quality Assurance Officer, YUM! Brands

Deann Akins-Lewenthal, Senior Director Global Food Safety, Mondelez International, said: “I am excited to be joining a committee driven by the food industry’s senior food safety leaders, and supported by Co-Sponsors Dirk van de Put and Pieter Boone and GFSI Co-Chairs Howard Popoola and Mark Fryling.”’     

Cindy Jenks, Head of Technical Division, Pick n Pay, noted: “It is a great privilege to be joining a group of industry leaders, co-sponsored by Pick n Pay CEO Pieter Boone. I look forward to the collaborative work ahead in addressing the challenges we face today to positively impact the future of food safety.” 

Mary Weaver, Chief Food Safety and Quality Assurance Officer, YUM! Brandsadded: “Food safety is crucial in the food service industry, and I’m delighted at the opportunity to play my part in ensuring that safe food becomes more accessible globally.”

The GFSI Steering Committee is made up of senior food safety leaders from global food and drink manufacturers and retailers who are all members of The Consumer Goods Forum. In line with GFSI Governance Rules, the Steering Committee will be open to receiving new applications twice a year, from eligible retail and manufacturer members of the GFSI Coalition of Action on food safety. Each Steering Committee member commits to supporting the three strategic priorities of GFSI: harmonising and benchmarking of food safety certification programmes, food safety capability building and public private partnerships.

GFSI Director Erica Sheward concluded: “We are truly delighted to welcome new members from some of the world’s leading retail, service restaurants and manufacturers who share invested interest and commitment to supporting GFSI key strategic priorities and advancing the state of food safety globally in such critical times.

“We look forward to leaning on their expertise and a continued collaboration throughout the rest of 2023 and beyond.“

About the Global Food Safety Initiative 
The Global Food Safety Initiative (GFSI; the Coalition) is a CEO-led Coalition of Action from The Consumer Goods Forum, bringing together 42 retailers and manufacturers and an extended food safety community to help oversee food safety standards for businesses and help provide access to safe food for people everywhere. As one of the world’s largest networks to help achieve safe food , GFSI is committed to making food safety everyone’s business and the Coalition members are addressing challenges facing food safety systems in their supply chains and the markets they operate in, and are helping to raise the food safety bar globally. Its ambition is to strengthen and harmonise food safety systems so they are able to feed the growing, global population and develop markets that can deliver food safely, no matter where in the world the consumer is. To learn more, visit www.mygfsi.com

For further information, contact James Pieper, Senior Communications Manager, The Consumer Goods Forum

MIDLAND, Mich., May 11, 2023 /3BL Media/ – Dow (NYSE: DOW) advanced to 7th place on the 2023 DiversityInc Top 50 Companies for Diversity list, which was announced at DiversityInc’s celebratory event in New York City. Dow’s sixth consecutive year earning a placement on the list highlights the Company’s commitment, progress and advancement in inclusion, diversity, and equity.

“Team Dow’s operational and financial discipline and an enhanced focus on our people and culture enabled us to deliver a resilient performance in 2022,” said Jim Fitterling, Dow chairman and chief executive officer. “We have always known that our business succeeds when our colleagues thrive. Our recognition on the DiversityInc Top 50 Companies for Diversity list is a validation of the progress we have made and encourages us to keep striving for better outcomes.”

Dow’s ALL IN 2025 Inclusion, Diversity, and Equity strategy leads with inclusion, while intentionally focusing on diversity, and embedding equity into the Company’s practices, policies, and procedures. By concentrating on these key areas and taking deliberate actions, Dow has achieved significant results and made noticeable progress.

“We are proud to receive this recognition from DiversityInc as it benchmarks us against the best while motivating us to take even more deliberate actions to drive sustainable progress for all,” said Alveda Williams, Dow chief inclusion officer. “At Dow, we believe that diverse teams are more innovative and better performing, and that is why we are on a journey to institutionalize inclusion, diversity, and equity into everything we do.”

Dow was also included on fifteen of DiversityInc’s Specialty Lists: Top Companies for Executive Women #13, Top Companies for Asian American Executives #13, Top Companies for Black Executives #25, Top Companies for Board of Directors #19, Top Companies for Employee Resource Groups #17, Top Companies for Environmental, Social & Governance (ESG) #15, Top Companies for Executive Diversity Councils #2, Top Companies for Latino Executives #10, Top Companies for LGBTQ Employees #13, Top Companies for Mentoring #13, Top Companies for Native American/Pacific Islander (NAPI) Executives #11, Top Companies for People with Disabilities (PWD) #4, Top Companies for Philanthropy #19, Top Companies for Sponsorship #9 and Top Companies for Supplier Diversity #15.

Issued annually since 2001, the DiversityInc Top 50 Companies for Diversity list recognizes companies with at least 750 employees in the United States for their management of diversity, inclusion and equity. The list is based on data from a survey with more than 200 questions, which tracks human capital outcomes and connects them with best practices utilized to attract, retain, develop and promote the advancement of underrepresented groups in the workplace. The survey also tracks organizations’ diversity spend and practices related to supplier diversity and philanthropy as a reflection of a company’s broader commitment to diversity and inclusion.

Visit DiversityInc’s website to view the entire Top 50 Companies for Diversity list and follow the conversation on social media using the hashtag, #DITop50.

About Dow

Dow (NYSE: DOW) combines global breadth; asset integration and scale; focused innovation and materials science expertise; leading business positions; and environmental, social and governance leadership to achieve profitable growth and help deliver a sustainable future. The Company’s ambition is to become the most innovative, customer centric, inclusive and sustainable materials science company in the world. Dow’s portfolio of plastics, industrial intermediates, coatings and silicones businesses delivers a broad range of differentiated, science-based products and solutions for its customers in high-growth market segments, such as packaging, infrastructure, mobility and consumer applications. Dow operates manufacturing sites in 31 countries and employs approximately 37,800 people. Dow delivered sales of approximately $57 billion in 2022. References to Dow or the Company mean Dow Inc. and its subsidiaries. For more information, please visit www.dow.com or follow @DowNewsroom on Twitter.

For further information, please contact:

Kyle Bandlow 
+1.989.638.2417 
kbandlow@dow.com

Twitter: https://twitter.com/DowNewsroom 
Facebook: https://www.facebook.com/dow/ 
LinkedIn: http://www.linkedin.com/company/dow-chemical 
Instagram: http://instagram.com/dow_official

Abbott

New efforts focus on research infrastructure, continued training of diverse clinical research personnel and improved diversity within Abbott’s own clinical trialsAbbott’s Diversity in Clinical Trials initiative aligns with the company’s continued focus for greater health equity, expanded access, affordability and removing barriers to life-saving technology and innovationThe new programs build on a successful first year of the multi-million-dollar corporate initiative

ABBOTT PARK, Ill., May 11, 2023 /3BL Media/ – Abbott (NYSE: ABT) today announced a series of new programs within its multi-million-dollar initiative to increase diversity in clinical trials and improve care among under-represented populations. The new additions to Abbott’s Diversity in Clinical Trials initiative build on the partnerships, scholarships, and the focus on diversified participants in the company’s own clinical trials during the initiative’s first year.

The latest programs include the launch of a new initiative with the Norton Healthcare Foundation to build and implement new models of sustainable clinical research alongside the Institute for Health Equity, a Part of Norton Healthcare in Louisville, Ky.; a new training program for clinical research coordinators in partnership with Barnett International; and a newly-created Diversity in Research Office at Abbott focused on ensuring diverse representation in clinical trials.

“Clinical trials drive new, innovative tools to fight diseases, and overcoming barriers to access to clinical trials for under-represented communities is critical to improving health equity,” said Andrea Wainer, executive vice president, Rapid and Molecular Diagnostics, and co-executive sponsor for the company’s Diversity in Clinical Trials steering committee alongside Lisa Earnhardt, executive vice president of Medical Devices at Abbott. “Abbott has been focused on breaking down barriers and implementing new, sustainable partnerships and programs to drive even more diversity in our clinical trials and to ensure trials are offered in more places to reach underserved areas.”

Improving Access Through New Clinical Research Models 
Through a new five-year commitment, Abbott will work alongside the Institute for Health Equity at Norton Healthcare to build research program models that can be implemented by historically black colleges and universities (HBCUs) and clinics serving under-represented communities so they don’t need to design and develop their own research programs from the ground up, which can be expensive and resource intensive.

Within the program, Abbott and Norton Healthcare will provide a roadmap of best practices to help community-based clinics create clinical trial research centers of excellence. The initiative will also provide grants to support the hiring and training of research coordinators and data managers and help guide the launch of research programs. Alongside building sustainable research programs, the effort aims to increase the number of trial sites that can reach underserved populations to reduce barriers to clinical trials.

The first pilot project stemming from the new grant will work to better connect more people from underrepresented communities to clinical trials. The first project will develop a new research center in Louisville, Ky., focused on helping more African American patients access clinical trial opportunities. The project will specifically support patients in historically redlined areas of Louisville. “Redlining” is a discriminatory practice of withholding services from neighborhoods with significant numbers of racial and ethnic minorities and low-income residents. As a result, those communities have had reduced access to health services, including clinical research opportunities.

“As we focus on improving access to innovative health care options for patients who have been historically under-represented in clinical research, developing new models for research centers that can be implemented within rural or urban community clinics can have a profound impact on improving access to clinical trials for these patients,” said Kelly McCants, M.D., a heart failure cardiologist and executive director of the Norton Heart & Vascular Institute Advanced Heart Failure & Recovery Program, who will help launch one of the pilot programs.

Expanding the Pool of Diverse Clinical Research Coordinators 
Clinical research coordinators within healthcare clinics, doctor’s offices and hospitals are essential to the success of clinical trials. They are key to improving the diversity of clinical trials because they serve as a central point of contact for patients, their families and the investigating physician leading the clinical trial. Through a partnership with Barnett International, Abbott is providing a comprehensive education program to support the training of new coordinators who are from diverse backgrounds and who will work with under-represented communities.

Upon completion of this course, participants will have a strong foundation in essential core areas of conducting clinical research. This includes training on study execution, the patient consent process, Good Clinical Practice guidelines, source documentation requirements and other regulatory required procedures. Offering training to clinical research coordinators with diverse backgrounds will address another key barrier for potential study participants.

New Diversity in Research Office within Abbott 
Alongside new external partnerships and programs, the company has established a Diversity in Research Office to further Abbott’s focus on driving diversity in the company’s clinical trials and improving access to care among under-represented populations.

The new Diversity in Research Office will be led by Jennifer Jones-McMeans, Ph.D., divisional vice president of global clinical affairs for Abbott’s vascular business, and Aparna Ahuja, M.D., divisional vice president for medical, clinical, and scientific affairs, Infectious Disease, for Abbott’s rapid diagnostics business. The office will be responsible for ensuring that research efforts include diversity plans, key performance goals and foster collaboration across Abbott, the industry and regulatory bodies.

“Ensuring that clinical trials are as diverse as the people a product intends to serve is critically important in providing the best health care, so we’re developing programs to address as many barriers as possible,” said Jones-McMeans. “At Abbott, we’ve implemented programs that will increase the diversity of trials, including assessing how we conduct our own trials to make sure that we’re doing all we can do to increase diversity in our clinical trials by increasing participation from under-served and under-represented populations.”

Building Sustainable Change 
Abbott’s Diversity in Clinical Trials initiative aligns with the company’s continued focus for greater health equity, expanded access, affordability and removing barriers to life-saving technology and innovation.

In the first year of the program, Abbott established a Diversity in Clinical Trials Medical Advisory Board comprised of external experts, an internal steering committee and has focused on increasing diversity enrollment in the company’s own clinical trials. Through $5 million in grants, the company also sponsored more than 300 scholarships at the four HBCU medical schools and the National Black Nurses Association and National Association of Hispanic Nurses to support future leaders of clinical research.

To learn more about Abbott’s Diversity in Research Initiative, visit https://www.abbott.com/diversity-in-clinical-trials.html.

Innovating for Greater Access and Equity in Health 
Abbott’s work to drive diversity in medical research is one example of the company innovating for greater access and affordability in health, the key priority of Abbott’s 2030 Sustainability Plan. Abbott’s ongoing commitment to address health equity challenges also includes targeted programs to create opportunities in STEM for women and underrepresented groups, build a more diverse healthcare supply chain and empower communities to break down social and economic barriers to better health.

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 http://www.facebook.com/Abbott and on Twitter @AbbottNews.

SOURCE Abbott

For further information: Abbott Media: Justin Paquette (651) 756-6293, Alicia Swanson (669) 210-7204, Abbott Financial: Mike Comilla (224) 668-1872

Film set health and safety may seem like it doesn’t apply to you. But it’s not only the major production sets that need to think about health and safety. You also need to address it for smaller film productions, such as shooting a TikTok, Instagram Reel, or YouTube short. The last thing you want is for someone to get hurt while filming something for your company or to have a location that harms one of your workers.  

In our webinar moderated by Alizabeth Aramowicz Smith, Senior Consultant and Health & Safety Practice Leader, Alanna Garrison, CSP, CIH, CIT, CHMM, Strategic Safety Consulting Service Line Leader; Michael Fuller, Environmental Project Manager; and Tina Cox, Environmental, Health, and Safety (EHS) Senior Manager, discuss one of the most important parts of film production health and safety: location.  

You may think you have the perfect location, but it may need some work. Older structures may be impacted by building hazardous materials such as lead paint or asbestos. Indoor air quality may be less than desirable, water intrusion or neglect may have resulted in structural damage or mold growth, and abandoned structures also provide a safe haven for a wide variety of undesirable animal AND human activity. This webinar tackles how to manage all of these things and find the perfect, safe spot to film. 

If you missed it, check out the full webinar on-demand below.  

Watch On-Demand

What to Consider When Planning 

When you want to film, planning is your best friend. But, there are many different information points you need to gather together before you can adequately identify and assess potential risks. For example, some locations may take a ton of time, effort, and money to prepare for filming. Sometimes, your budget doesn’t cover that, and it doesn’t make sense to actually film at that location. So, even when you think it’ll be perfect, sometimes you have to move onto another, safer location. 

You can break down the risk assessment planning process into some key steps, starting with targeted information gathering. These initial data points will help with high-level go-no-go decisions on a selected location. 

It’s not just the on-screen talent and famous directors that we need to protect – everyone involved in a production needs to be assured a safe working environment. Each property should be objectively evaluated for risk, regardless of whether you are planning to shoot for one hour, or for three months. 

Set the scene with some context. Understand the anticipated use of each new location. Will you be filming inside or out? Or, will you be in a specific room, or using the whole structure?  And most importantly, what is the end use of the property? Is it being returned as-is to an owner? 

These context elements will specifically tie into how we evaluate any potential remedial options. 

How to Start Planning for a Film Location 

Through some detailed understanding of the property’s intended use, ​identify the production team’s intended footprint within building interiors as well as exteriors, for both on-camera and support activities, such as lighting, electrical and other needs.​ 

What type of manipulation might need to happen through construction activities? ​Aside from the obvious step of assuring you can legally use a location, there might be limitations that affect your use of the property – these limits can drastically impact your ability to both test for and remedy any potential EHS impacts, as well as compress your timeframe for getting the location camera-ready. That’s why it’s important to carefully check to see if there are limitations that specify the extent to which a building can be altered.  ​ 

Next, think about expected versus actual schedules – does filming need to occur in a short timeframe? Is there a tight construction schedule? Understanding a production’s anticipated schedule helps you to evaluate if a potential location is even viable, depending on what may need to be done to control risks and make it safe for occupancy. ​ 

You also need to determine if the owner doesn’t want any alterations made to their property if there are renters there or squatters present, and who makes up your crew. For example, identify if there will be children present on the set, animals, or if either are nearby.  

You must also determine how long you’ll be using that location. Take into account:  

Prep Construction Art department/set dressing Filming  Tear down 

Other concerns often arise regarding HVAC functionality, mold, drinking water contaminants, and other building toxins that may be present; this can make for some tense landlord negotiations and uncomfortable production teams if these things are not carefully assessed and addressed ahead of time. Also, does the property have a history of contamination? Are there areas that should not be entered?  

While that’s a lot to consider upfront, the more information you can ascertain at the beginning of the process, the less painful the next steps will be! 

The Risk Assessment Process 

Now, it’s time to start putting the initial data collection information together to fill data gaps and evaluate whether controls are needed.  If you are familiar with traditional risk assessments, you know that they look at tasks, associated hazards, risk of negative outcomes, and controls that are in place or can be implemented to reduce risk. 

Here, we put a little spin on the traditional approach, by looking at the desired end point (our intended use, bringing the artistic vision to light), evaluating our other data points to determine if any controls would be required, and how to best implement the most appropriate controls. 

Some corrective actions are fast fixes. Some require significant effort and investment with appropriately licensed professionals. 

Consider all the factors: 

How much does it cost to fix? How long will it take? How key is the location? Does this fit our schedule and budget? 

Sometimes the risks are significant, or the controls available will not adequately reduce the risk for a location, so you can’t be afraid of a no-go. These considerations don’t just apply to film sets. 

Event Health and Safety 

Similar to film production locations, where you host your next workplace gathering, investor meeting, or specialty team event should also be assessed for risk. Whether indoors or outside, on-location events spaces should be evaluated via a similar lens from an EHS standpoint keeping the following in mind: 

Evaluate all of the risks and severity of those risks. Eliminate risks where possible and evaluate appropriate controls that you can implement for temporary use of a particular space. Develop an appropriate safety plan to manage risks that cannot be eliminated. 

Things to watch out for at your event location include building capacity, whether special permit approvals are needed, biological risks (animals, insects, allergens), how flat or uneven the terrain is for people with disabilities or mobility issues, weather predictability, and power, lighting, and electrical capacity for your event.  

It is important to evaluate these with the venue owner ahead of deciding on the facility to host your event to eliminate some of the issues that may arise. ​

That’s a Wrap! 

Bottom line, whether it’s an event space or a film production location you’re looking at, hopefully by now you’re seeing the need for pre-planning. Always ask yourself throughout the process, does this location make sense to use? 

Make sure you are comfortable with walking away from the “perfect location” if the time or costs to make the space safe don’t fit into your budget. It’s better to walk away and find an alternate space, versus putting people at risk.   

Looking for help with your film location? Reach out to Antea Group and our Event and Production EHS Support team for help making your film debut.

About Antea Group

Antea®Group is an environment, health, safety, and sustainability consulting firm. By combining strategic thinking with technical expertise, we do more than effectively solve client challenges; we deliver sustainable results for a better future. We work in partnership with and advise many of the world’s most sustainable companies to address ESG-business challenges in a way that fits their pace and unique objectives. Our consultants equip organizations to better understand threats, capture opportunities and find their position of strength. Lastly, we maintain a global perspective on ESG issues through not only our work with multinational clients, but also through our sister organizations in Europe, Asia, and Latin America and as a founding member of the Inogen Alliance. Learn more at us.anteagroup.com.  

Originally published on May 5, 2023

Lana Hill, who is a trusted advisor to many young Indigenous people in Fort McMurray Wood Buffalo, holds her own teenage daughter closer each time the name of another missing Indigenous person is released. Joy Flett is the knowledge keeper for her close and extended relatives, but pieces of her family tree have been stolen, and she feels a heartache that is shared by countless other Indigenous families across Canada. Both women will be wearing red on May 5.

Also known as Red Dress Day, May 5 marks a day to honour, remember and create awareness and action for Missing, Murdered and Exploited Indigenous Peoples (MMEIP) in Canada. The statistics are startling —Indigenous women in Canada today are seven times more likely than non-Indigenous women to be a murder victim, and three times more likely to be violently or sexually assaulted.

Lana, originally from Cowessess First Nation in Saskatchewan, and Joy, from the Athabasca Chipewyan First Nation in Alberta, are part of Suncor’s Indigenous and Community Relations team in Fort McMurray, Alta. They both agree that more action is needed to end the MMEIP crisis.

“Since the time of residential schools and everything leading to today, we’ve been stripped of our names, our languages, our hair. To be able to take back our power and voice, we need to keep speaking out against what is happening,” says Joy. “There are so many Indigenous people who’ve gone missing or have been murdered in our own city. We need to continue to say their names. They are important to somebody. We can all play a role in ending the violence.”

One of the national organizations helping to move the needle with this progress is the Native Women’s Association of Canada (NWAC). For almost 50 years NWAC has played a lead role in advocating for the rights of Indigenous women, girls, two-spirit, transgender and gender-diverse people, which includes critical advocacy on Missing and Murdered Indigenous Women and Girls (MMIWG2S+) and reconciliation. The organization has been pressing the federal government to act since the National Inquiry issued the 231 Calls for Justice in 2019.

When reflecting on Red Dress Day, NWAC urges Canadians to consider the many aspects of colonization that continue to affect Indigenous people. NWAC’s Chief Executive Officer, Lynne Groulx, believes that a critical component to reconciliation is acknowledging the past.

“We invite everyone across the country to play an active role in reconciliation through education and raising awareness, as well as learning about Indigenous knowledge systems and the impacts of colonialism and racism that face many Indigenous people,” says Lynne. “We have taken urgent and significant action to increase awareness and address the 231 Calls for Justice and have been working hard to implement our own MMIWG2S+ Action Plan.”

NWAC’s Action Plan includes 66 concrete actions they will take to help end the MMEIP. Last year NWAC reported progress on over 85 per cent of the proposed actions. This includes the Safe Passage Platform – a national reporting tool that maps cases of MMIWG2S+ and provides information on resources and services available across the country.

Lynne also suggests reading books, listening to podcasts or participating in educational programs created by Indigenous authors and media to see the world through their lens. She also encourages people to help amplify messages and initiatives from Indigenous voices to ensure they are being heard.

On May 5 and beyond, both Lana and Joy will be found honouring and remembering – the missing, murdered and exploited Indigenous peoples – in their own way of healing and active support.

“Through my mom’s experience growing up of being called a dirty Indian, to now my 15-year-old daughter who is able to stand proud and march to the beat of her own drum, we can see there has been a lot of progress for Indigenous people to feel seen and accepted,” says Lana. “But we also must acknowledge the pain and trauma that is still prevalent today. We are not victims, we are survivors.”

In 2007, Brasil was announced as the host country for the 2014 World Cup. At the time, the nation was growing toward 200 million residents and had doubled its GDP since 2000. Two years later, Brasil was then awarded the 2016 Olympics, the first South American nation to host the games. With its advancing economy and the future host of two global sporting events, historical urban mobility limitations became more pressing. Host cities throughout Brasil recognized the opportunity to push investments required to build the transportation infrastructure needed to provide all citizens (and visitors) with mobility access.

To meet the demand, Brasil embraced Bus Rapid Transit (BRT), a public transportation system first leveraged in Curitiba, Brasil, one of the most sustainability-minded cities in the country. Today, BRT systems deliver fast, comfortable, and cost-effective services for cities, often in 1/3 of the time to implement them and less than half the budget of rail-based solutions.

For Rio de Janeiro, host city for the Olympics, the rapid expansion of BRT enabled the city to provide transportation needed for the games while providing valuable, long-term infrastructure for residents. Throughout Brasil, the World Cup also fostered similar impacts to a greater or lesser extent.

This wasn’t a simple task. Since public transit is often fare-funded within Brasilian communities, each bus system operated differently, from the types of buses purchased, to rider communications, to the use of technology to improve reliability, service, and convenience. Feedback from riders and government entities was highly anecdotal and didn’t often provide actions agencies could take to improve service.

FedEx, too, faced a similar issue of many Brasilian transit agencies – how do we raise the quality of our service across all our systems and create a common language and toolkit to make improvements. Out of this need was born Quality Driven Management (QDM), the FedEx process for improving quality across the entire enterprise. I believe the quote from our Chairman Fred Smith said it best:

“QDM will give us common ways to improve quality across our entire enterprise. For the first time, we will all use the same language, tools, and metrics to analyze the causes of problems and plan corrective actions. QDM is the way FedEx will manage our business to drive quality and brand loyalty to new heights.” – FedEx Founder & Chairman, Fred Smith

In 2012, two years before the World Cup, WRI and FedEx created the “Fellows” program. The goal was to identify emerging professionals within WRI’s transportation group who could benefit from FedEx’s expertise in customer service, operational efficiencies, marketing, driver safety, maintenance, purchasing of more efficient vehicles, and more. Six WRI fellows were identified and traveled to Memphis HQ to participate in a week of trainings with executives from the company.

One of the Fellows that year was Cristina Albuquerque, now the Manager of Urban Mobility for WRI Ross Center for Sustainable Cities in Brasil. Cristina understood the QDM principles and processes could be applied to a challenge bus transit systems were facing, improving the quality of service in a methodology that will work across all agencies throughout the country. Each agency used different metrics, methodologies, and processes for making system improvements, hindering their ability to learn from other cities and to have a common language across the country.

QualiOnibus was started the same year (2012) with seven Brasilian cities first participating. Their goal was to create a QDM-like framework for bus transit agencies throughout Brasil. Within a year, WRI had developed a toolkit to drive consistent service improvement processes. Today, the organization has helped raise the quality of the customer experience, identified operational and safety improvements, highlighted best practices in different cities, and provide an on-going platform for learning, knowledge sharing, and professional development.

Today, QualiOnibus includes 30 Brasilian bus-transit agencies with a waiting list! The various agencies have different systems, routes, and service demands, but they now consistently work toward improving bus transit along quality factors, such as:

Reliability – Did I board by bus and arrive at my destination on schedule?Access – Can I easily access transit and circulate through stations?Travel Times – Am I saving time riding public transit versus a car?Comfort – Do bus stops include waiting areas? Are buses scheduled to prevent overcrowding?Safety – Are bus stops well illuminated? Do riders feel safe on the transit system?Information – Are there good maps, communications, and wayfinding to navigate the system?

The work of QualiOnibus not only improves transit for Brasilians, but it also reflects how companies like FedEx can work alongside groups like WRI to influence investment and positive impacts to the social, financial, and environmental factors in growing global cities.

“The collaboration with FedEx over the past ten years has continued to deliver value for WRI and the bus transit agencies we support,” shares Cristina Albuquerque of WRI. “We greatly appreciate the company’s willingness to share their resources and best practices to improve transportation in our most congested cities.” In the end, less people in cars results in less cars on the road, reducing the amount of time commuters (and delivery drivers) must waste in traffic.

When companies, NGOs, and communities can come together to create impacts, we are reaching the goal of creating shared value, both for shareowners at FedEx and stakeholders in the communities where we deliver and employ team members. We are thankful for the collaboration with WRI and look forward to what we will accomplish together in the next decade.

COLUMBUS, Ohio, May 11, 2023 /3BL Media/ – Today Bath & Body Works announces its inclusion on Forbes’ list of America’s Best Employers for Diversity.

The publication partnered with market research firm Statista to create their sixth annual list. To determine the rankings, Statista surveyed more than 45,000 Americans working for businesses with at least 1,000 employees. Participants were asked to anonymously rate their organizations based on criteria such as age, gender, ethnicity, disability and LGBTQ+ equality, as well as general diversity.

Respondents belonging to underrepresented groups were also asked to recommend businesses other than their own. In addition, each company’s diversity-related best practices—such as the presence of employee resource groups, the publication of diversity data and the percentage of women in board and executive roles—were reviewed and incorporated into the rankings. The top 500 companies made the final list.

“We’re honored to be recognized as one of the greatest workplaces in America for diversity,” says Kelie Charles, Bath & Body Works Chief Diversity Officer. “At Bath & Body Works, we believe a culture where everyone feels a sense of belonging, has a chance to be heard and is valued and treated with respect makes us a smarter, stronger brand. Diversity, equity and inclusion make us stronger, and we strive every day to infuse this core value into our inclusive culture, equitable business processes and support of diverse communities.”

In addition to making Forbes’ list of America’s Best Employers for Diversity, Bath & Body Works recently has been recognized in several other ways including:

America’s Best Workplaces for Women by NewsweekAmerica’s Greatest Workplaces for LGBTQ+ individuals by NewsweekMost Trustworthy Companies in America by NewsweekDiversity in Business Award by Columbus Business FirstForbes List of America’s Best Large EmployersA Diversity First Top 50 Company by the Diversity Research Institute

For more information about Bath & Body Works’ DEI efforts, visit bbwinc.com.

ABOUT BATH & BODY WORKS

Home of America’s Favorite Fragrances®, Bath & Body Works is a global leader in personal care and home fragrance, including top-selling collections for fine fragrance mist, body lotion and body cream, 3-wick candles, home fragrance diffusers and liquid hand soap. Powered by agility and innovation, the company’s predominantly U.S.-based supply chain enables the company to deliver quality, on-trend luxuries at affordable prices. Bath & Body Works serves and delights customers however and wherever they want to shop, from welcoming, in-store experiences at more than 1,800 company-operated Bath & Body Works locations in the U.S. and Canada and more than 425 international franchised locations to an online storefront at BathandBodyWorks.com.

For more information, please contact:

Bath & Body Works, Inc.: 
Media Relations 
Emmy Beach 
Communications@bbw.com

PNC | Insights

By Marshalynn Odneal

During the first three months of the pandemic, 41% of black-owned businesses and 32% of Hispanic-owned businesses closed across the country. By contrast, only 17% of white-owned businesses shut their doors, according to a study by the Federal Reserve Bank of New York. Despite this reality and even as minority business owners face current economic challenges, including supply chain disruptions and inflation, results from PNC’s recent Economic Outlook survey show an impressive resiliency and positive mindset among these business leaders.

According to the survey, more than two-thirds (68%) of minority business owners feel highly optimistic about the prospects of their own company in the next six months, compared to just 60% of non-minority-owned businesses. And while both business owner groups remain cautious about the national economy, the gap between optimism among minority business owners for their own company versus the broader U.S. economy is 40 percentage points, significantly higher than 31-point difference among non-minority owners.

I have no doubt that minority business owners who were able to manage the world health crisis had to make unprecedented decisions related to staffing, business models and pricing. In doing so, they faced a Goliath – and won. It’s unsurprising that their mindset about the future of their businesses, despite current economic challenges, is optimistic.

All of this is just the tip of the iceberg. According to our survey, 65% of black- and Hispanic-owned business owners stated they have a business plan suited to the current direction of the economy, significantly more than non-minority owned businesses (55%). This highlights the importance of access to crucial resources for these business owners. The survey reinforces this point, showing that 86% of black- and Hispanic-owned businesses interacted with or leveraged resources from the Small Business Association (SBA), a local chamber of commerce or a community economic development organization. Only 69% of non-minority business owners reported doing the same.

The truth is that the unique financial challenges minority-owned businesses have long faced were amplified during the pandemic. As a result, more minority business owners are now seeking Minority Business Enterprise (MBE) certification, which is also an important and needed resource.

Businesses that become MBE certified, gain exclusive access to premium networking events, affordable consulting services, and technology programs, among other benefits, according to the National Minority Supplier Development Council. Our survey revealed that nearly nine out of 10 (87%) black-owned businesses are now MBE-certified, up from seven out of 10 (69%) last year. Three-quarters (75%) of Hispanic-owned business are MBE-certified, compared to two-thirds (67%) last year. Of MBE-certified businesses, a majority of black- (80%) and Hispanic-owned (84%) businesses said that certification has been a helpful business development tool.

PNC has taken significant steps in doing more for minority-owned businesses and providing necessary resources to help them overcome roadblocks. As a part of our Small Business organization, PNC’s Minority Business Development (MBD) Group’s mission is to deliver solutions and resources that foster financial wellness for small businesses within our diverse communities. We’ve been able to do this, in part, through our PNC-Certified Minority Business Advocate initiative, a voluntary advocacy program that helps PNC employees understand the challenges facing minority-owned businesses and how to guide minority entrepreneurs to the appropriate resource.

Optimism among these business owners, combined with access to financial, educational, and other useful resources, can position these entrepreneurs for scale and growth in the long-term.

If their optimism is realized and the U.S. business landscape prospers further down the road, minority business supporters must continue to execute against their mission and accelerate their efforts. The outlook is bright, but we must continue to do our part to advocate for these entrepreneurs and help their communities thrive.

Energized by Edison

Diane Castro ENERGIZED by Edison Writer

It was a typical morning in first period AP physics for Temple City High School senior Jackie Li until an unexpected guest speaker walked into the classroom.

Edison International President and CEO Pedro Pizarro called Li to the front of the class to surprise her with the life-changing news: “Congratulations, you’re an Edison Scholar, Jackie!”

“It was unbelievable. I kept thinking, ‘Is this for real? Is this really for me?’” said Li. “I don’t think I can fully comprehend the scale of what this means. I need to sit down.”

Li is among 30 high school seniors in Southern California Edison’s service area who earned a $50,000 Edison scholarship to study science, technology, engineering or math (STEM), cybersecurity or data analytics. Edison Scholars are also eligible for a paid summer internship with SCE upon completing their first year of school.

For Li, the immediate future is to major in chemistry. Through her teachers and various science competitions, Li found a love for environmental science and how it intersects with other scientific fields such as biology, chemistry and physics.

“I grew up in rural China, where it was mainly farmland, and you can see for miles on a clear day,” said Li. “However, in Los Angeles, when you look out toward the mountains, you see a layer of yellow smog and can’t really see the stars. I find a drastic difference between the two environments, and I don’t want L.A. to continue to be like this. I want to do something for the environment, make the world a better place and make an impact on the future.”

For the first time since 2019, students received the scholarship news with in-person surprise check presentations delivered by Edison representatives during school events that included a pep rally, an open house and in-classroom visits.

“The Edison Scholars Program is all about helping students achieve their dreams. Meeting these talented students and their families is the most fun I have in my job every year,” said Pizarro, who was joined in the classroom by Li’s mother, grandmother, school counselors, administrators and district representatives. “It is so gratifying to help bright and motivated students pursue their passion, be successful in college and lead the transition to a clean energy future. We believe in Jackie and all the scholars and hope they come to work with us someday.”

“I came to the United States as a Chinese immigrant when I was in kindergarten. Now, I am the first in my family to go to college in the U.S. It is nice to carry on the legacy,” Li said.

The morning was even more significant for her mother, YangYan Ou, from the surprise announcement to watching the newly named Edison Scholar pose for photo ops with school officials. “I am very proud of her. She has worked very hard for a long time,” Ou said, beaming with pride.

Li explained how the scholarship would allow her to forgo a part-time job: “This scholarship will allow me to pursue things like a paid internship in a research lab instead of just getting a job for the money.”

Edison International, the parent company of SCE, is one of the largest corporate philanthropic contributors in Southern California. The Edison Scholars Program is funded entirely by Edison International shareholders.

SCE will host a reception to celebrate Li and all the 2023 Edison Scholars at the company’s Rosemead headquarters on May 5. To learn more about the Edison Scholars, visit the Edison Scholar 2023 Spotlight Page.

CONTRIBUTORS

PHOTO CREDIT: ERNESTO SANCHEZ

VIDEO CREDIT: ERNESTO SANCHEZ AND ROBERTO LAZARTE

This time of year we celebrate mothers and all caregivers who take on the critical role of protector and nurturer. Mother figures are strong; they are resilient; and they create the conditions that allow others to grow and thrive. But this doesn’t just apply to people—mothers are just as important to forests. Every forest has “mother trees”: certain species of fully-grown, reproductive trees that allow forests to establish themselves, adapt to adversities and develop for the long-term.

In the Atlantic Forest of Brazil, the juçara palm tree plays that caregiver role. These trees are resilient and healthy and less impacted by pests and disease. They grow taller and faster than other species and establish the canopy that protects more sensitive trees from the hot sun or pelting rain. They produce plentiful, genetically robust seeds that have a better chance of surviving once planted. The seeds are also a critical food source for threatened wildlife species.

Unfortunately, after centuries of deforestation—only around 12% of the original Atlantic Forest exists in Brazil—and over-harvesting for their palm hearts, juçara palm mother trees are getting harder and harder to find. If we want to save the Atlantic Forest, a critical source of water for more than 145 million people (60% of Brazil’s population) and home to wildlife species like jaguars, sloths, and toucans, we can’t lose these mother trees.

That’s why HP and World Wildlife Fund are working in collaboration with our local, on-the-ground partners, like REGUA, to reseed native juçara palm mother trees through a comprehensive forest landscape restoration effort that will help the forests and all of its diverse species thrive in the long-term. Together, we’re developing a data bank of mother trees so that we can keep a record of their location and progress. The team in Brazil then goes to physically collect their seeds, nurtures the seedlings, and plants them in restoration areas.

With HP’s support, since 2019, the local teams in the Atlantic Forest have planted more than 390,735 seedlings of 220 different species of plants, including the juçara palm. These mother trees will help provide protection for the other species, allowing our restoration areas to transform from planted saplings into thriving forests. And that also means more mother trees to provide seeds for the next generation of forest restoration.

Learn more about how HP and WWF are partnering to conserve nearly 1 million acres of forests, and their mother trees.