Tag: 3BL

Every February 20th, the United Nations invites us to commemorate the World Day of Social Justice to focus on the plight of social injustice throughout the world and to press for improvements and solutions. As Cisco’s new Chief Social Impact Officer, I’m honored to say that I work for a company that aligns with that intention every day. Social Justice is integral to Cisco’s purpose: to Power an Inclusive Future for All.

As we commemorate the day, it’s a good opportunity to pause and reflect on our Social Justice journey two and a half years into the five-year commitment we made in 2020.

In 2020, the outcry over the tragic murders of George Floyd, Ahmaud Arbery, Breonna Taylor, and others created a growing awareness of systemic racial injustice, oppression, and inequality. This was an inflection point for many companies and a well-intentioned bias towards quick action ruled the day. It was extremely encouraging to see an unprecedented level of corporate commitment to diversity, equity, and justice initiatives, but action without a cohesive business strategy becomes reaction — and that will never be enough to drive lasting change.

Cisco took a different approach, working across our company to develop a core set of beliefs to guide us and an initial strategy for bolder action and greater impact. We transformed a longstanding advocacy for social justice into a five-year commitment, backed by US$300 million, the full accountability of our Executive Leadership Team, and the support of our Board of Directors.

Over the past 90 days, I’ve immersed myself in understanding every aspect of our social justice journey. Here are my key takeaways — and some initial thoughts on where we can go from here.

Good for the world — good for our business

Social Justice is woven into the fabric of many aspects of our business. Our strategies are built on our core belief that our social justice actions will drive business value — and that’s what makes them so powerful. Many companies have ESG goals, but few push to imbed those goals within the business. Cisco has an Action Office (AO) equal in size to many of our key business functions to lead the strategy and execution of our Social Justice Actions. Our AO brings together people and expertise across every function and region to drive consistent execution, rigor, and accountability.

Our approach operationalizes our purpose — and it’s becoming a key differentiator for our business. A talent magnet. And a reason to stay and grow with Cisco. Analysts are clamoring to learn more — and they’re factoring it into their predictions of future value.

Moving forward, I’m working with my team — and with leaders across the business — to identify opportunities to communicate powerfully about the impact our work is having on building an inclusive future. Within the next weeks, I’ll start meeting with industry analysts and other external thought leaders to ensure we are maintaining an innovative and forward-looking point of view.

Change systems — change the world

Cisco’s 12 Actions for Social Justice were always designed as a cohesive, interconnected strategy to drive impact within our enterprise — across our ecosystem of customers, partners, and suppliers — throughout our communities, and around the world.

This is the kind of approach that Darren Walker, president of the Ford Foundation, articulates in the bold vision for philanthropy in the twenty-first century he calls “From Generosity to Justice”. This groundbreaking philosophy truly resonates with me as it challenges us to consider philanthropy as a tool for achieving economic, social, and political justice. When I came to Cisco, I saw this bold vision was evident in our Social Justice strategies. In essence, Darren Walker’s philosophy is that generosity will always be needed — and we will always be investing — but it’s an intermediary goal and insufficient in driving long term outcomes. The shift to justice is in eliminating the conditions within a system that only address the symptoms — not the cause — and perpetuate the need for continuous generosity.

In other words: To change the world — we must change systems.

Consider this in relation to our Action to Commit $150 million to Historically Black Colleges and Universities (HBCUs).

Changing systems means we look at the impact we want to create — and the inclusive future we want to power — from a systems perspective. Then, we break down barriers and create opportunities to drive the outcome: Thriving HBCUs leveraging best-in-class technology and modernized infrastructure to provide quality STEM education. Communities bridging the digital divide and creating environments where students and their families are connected and empowered. Students rising to their full power and potential to graduate as the next generation of tech talent. Finding an abundance of highly paid opportunities within the digital economy. Companies rising to their full power and potential through an influx of talent.

In the past year, we’ve completed 40 National Institute of Standards and Technology (NIST) assessments and 16 technology installations at HBCUs and have continued to train students interested in cybersecurity and networking careers at these universities with concrete upskilling programming.

That’s operationalizing on purpose. That’s justice. That’s impact — now and for generations to come. The donation was just the beginning.

Each of our 12 Actions for Social Justice has this potential. As I move forward in setting my strategic priorities, I’m looking across our Actions to make sure that we’re well aligned operationally and continuing to focus on measurable impact and outcomes.

From my perspective, we now have some unique opportunities to leverage what we’ve learned at this point in our journey to expand and improve. To build on a bold and solid foundation — and continue to fuel Cisco’s purpose to Power an Inclusive Future for All.

Want to learn more?

Tune in to Cisco’s #TechBeat Podcast where I share insights for equality across the tech industry and cultivating a diverse workforce.

Read From Generosity to Justice: A New Gospel of Wealth by Darren Walker, president of the Ford Foundation.

View original content here

Originally published by Cherie Blair Foundation for Women

Van Pham’s company, Emmay, pioneers researching mushroom protein and creating innovative products from it. She used our award winning HerVenture app to strengthen her business planning skills and scale her company.

I’m Van Pham, the founder and CEO of Emmay, a pioneering startup in Vietnam specializing in research on the field of plant protein from edible and medicinal mushrooms. We have product lines such as floss, spring rolls, snacks, spices, sauces, confectionary and drinks made from mushrooms.

When I applied the knowledge from the HerVenture app, I recruited staff and set up a new digital marketing and sales department. It brought new vitality as well as revenue and the brand of the company has spread more and more.

Continue reading

Cummins

A Cummins Inc.-led project to develop battery charging and hydrogen (H2) fueling stations along the Interstate 80 Midwest Corridor will accelerate with the Biden Administration’s announcement last week of standards and funding for the National Network of Electric Vehicle Chargers.

The Bipartisan Infrastructure Law, passed in 2021, invests $7.5 billion in electric vehicle (EV) charging, $10 billion in other forms of clean transportation and over $7 billion in EV battery components, critical minerals and materials. One of the projects on the select list is Cummins’ Medium-Duty, Heavy-Duty Zero Emissions Vehicle (MD-HD ZEV) Infrastructure Planning initiative focusing on the I-80 Midwest Corridor.

In less than two years, the project will develop an extensive, two-phase medium and heavy-duty ZEV charging and H2 fueling plan for a corridor serving Indiana, Illinois and Ohio. The plan would support 30% of the MD-HD fleet expected to be using ZEV technologies by 2035, potentially benefitting millions of drivers across 23 states. 

“With Destination Zero, our strategy to reach net-zero emissions by 2050, we are investing in a broad portfolio of power solutions, leveraging our deep understanding of our customers as we work to decarbonize our industry in a way that is best for all stakeholders,” said Jennifer Rumsey, President and CEO of Cummins, a global power technology leader.

“We can’t do it alone; it will take all of us – policy makers and peer companies – working together to address a challenge of this magnitude as decarbonization of our economy is critical to our way of life and a sustainable future,” Rumsey added, describing the White House announcement as a “promising step forward in advancing our shared goals of getting to net-zero.”

Cummins has pledged to play a leadership role in addressing the world’s climate challenges. The creation of zero-emission vehicle corridors is expected to significantly increase the use of zero-emission vehicles. The absence of infrastructure to service EV vehicles is currently a major obstacle to widespread adoption, especially along America’s extensive interstate systems.

Selected projects also support the Department of Energy’s Justice40 priorities by demonstrating the impacts and benefits of freight corridors plans on underserved communities. 

Originally published on 3M News Center

If you’re one of the 230 million subscribers on Netflix, then you may have noticed 3M’s presence in the streaming series “Full Swing.”

The show follows a group of diverse professional golfers – on and off the course – as they compete each week on the PGA TOUR.

In Episode 6, the series highlights the feel-good story of pro golfer Tony Finau. The show gives viewers a behind-the-scenes look at Tony’s family-centric life on the tour and reflects on deeply emotional experiences from his past.

The feel-good moment for Tony kicks in at the 2022 3M Open in Minnesota. With “3M” dotting the course, the show documents Tony’s remarkable come-from-behind victory in the final round and viewers watch the tearful celebration with his family.

The win is extra sweet as Tony has faced constant criticism for not having more tournament wins. He then goes on to claim victory the following week to finally silence his nay-sayers.

When Tony sinks his final putt on the 18th green, famed sportscaster Jim Nantz exclaims, “Tony Finau! The champion at the 3M!”

3M has served as the title sponsor for the tournament since 2019 and has raised more than $6 million for local charities during that span. The 2023 event will take place on July 27-30.

Content warning: this story discusses child loss

Ron Garber’s daughter Yaya was born with an ultra-rare neurological disease called 4H Leukodystrophy that ultimately took her life at just 13 months old.

He remembers the confusion, isolation, and fear that followed Yaya’s diagnosis from a condition with only 300 to 600 known cases.

“After she died, my wife and I decided we wanted to do something so parents don’t have to figure it out on their own,” Garber said. “I decided working in the life sciences like at Medtronic would help me do that.”

He came to Medtronic shortly after Yaya’s death. Now a senior legal director, Garber founded the Yaya Foundation with his wife – and, just as he hoped, Medtronic played a role.

That’s because he’s surrounded by expertise, he said, citing a random conversation at a team dinner that led to a milestone in his foundation’s research.

“There are just thought partners everywhere you look who have amazing knowledge and are willing to help,” he said. “I’ve learned so much about healthcare and therapy discovery from my colleagues at Medtronic, and I’ve been able to put those learnings to work for the 4H Leukodystrophy Community.”

He shared his story recently on the company’s internal network, hoping to spark other employees to think about why they even work at Medtronic.

“It’s important for us to remember the Mission,” he said. “It’s easy to lose our sense of purpose when we stop talking about patients.”

Growing impact

The Yaya Foundation provides education and emotional support for families by creating videos with care guidelines, translating journal articles into layperson speak and other languages, and hosting bi-monthly support calls.

But it’s also on a mission to accelerate therapeutic discovery for 4H Leukodystrophy.

The Yaya Foundation was recognized as a best-in-class rare disease patient org as a recipient of a prestigious Rare As One grant from the Chan Zuckerberg Initiative.

Through that funding, the organization executed a collaborative research model that brings together the best and brightest researchers in the field.

In just three short years, it has launched a data collection program in collaboration with the Broad Institute of MIT and Harvard, hosted several family and scientific meetings, and has played a role in several important research breakthroughs, including the creation of a complex disease model that will facilitate advanced research in gene therapy.

Matched Giving brings dream to life

It’s not just the mindshare at Medtronic that helps fuel Garber: The Medtronic Foundation’s employee Matched Giving program was crucial to getting the Yaya Foundation off the ground.

“We could have been just a mom and a dad saying, ‘hey we want to make the world better,’ but the match made us a mom and a dad with funding,” Garber said. “We had enough seed funding to get the attention of our stakeholders.”

 Since then, many employees chose to donate to the Yaya Foundation, and the Medtronic Foundation matched every donation. With the support of Medtronic colleagues and supporters across the globe, the Yaya Foundation has raised over a million and a half dollars to provide support for families and accelerate discovery of 4HL Leukodystrophy therapies.

“It feels good to bring hope to families like ours,” he said. “In short, we’re trying to change the world for people like Yaya.”

The work is meaningful to Garber in more ways than one.

“Grief creates a lot of energy,” he said. “Caring for Yaya took good energy from us and there was no channel for me when she died. This work allows me to feel like I’m still Yaya’s dad, and she’s still a part of my life.”

Learn more about the Yaya Foundation.

BROOKER, Florida—Once upon a time, there was a massive body of water that flowed deep under the ground where it couldn’t be seen. It was so big, it stretched to four different states, providing drinking water for millions of people.

The story of the 100,000-square-mile Floridan Aquifer is so good, it almost reads like a fairytale. Found underneath all of Florida and parts of Georgia, Alabama and South Carolina, it provides billions of gallons of drinking water every day. It is one of the most productive aquifers in the world.

How do hidden water sources like this exist? Through groundwater, which seeps down into the aquifers, recharging them. Natural land, especially forest land, is critical to the existence of these important water sources.

Forest Land Serves as a Recharge Zone for Aquifers

More than half of all drinking water in the United States originates in forests, according to the National Association of State Foresters. And that’s not just from protected park lands. Close to 30 percent of drinking water comes from privately-owned, working forests, according to this article by the U.S. Forest Service.

Forest land allows water to sit and slowly seep into the ground, replenishing the aquifer. The roots of the trees and other vegetation hold soils in place, preventing washouts and erosion. As the water slowly percolates deeper into the ground, the root systems, soil and underlying permeable rock formations serve as a filter, naturally removing impurities from the water. In the same way, forests slow and filter water runoff as it makes its way into streams, lakes and reservoirs.

Green Infrastructure Becoming a Part of the Solution to Water Supply Needs
Forests and other green infrastructure, such as wetlands, have such a positive impact on water quality that communities around the world are incorporating green infrastructure into their water plans. One great success story in the U.S. is New York City. It uses the watersheds of the Catskill Mountains to provide what is known as one of the highest quality metropolitan drinking water supplies in the world. By investing in this green infrastructure, New York was able to bypass plans to build a multi-billion dollar water filtration plant, as explained in this article by the National Alliance of Forest Owners.

Best Management Practices Protect Water in Working Forests

Many years ago, in the early 1900s, our industry didn’t know how to properly protect waterways during forestry activities. But as the scientific community discovered what was needed to protect water quality and the ecosystems that depend on clean water, the way we work in our forests changed.

Today, sustainable forestry companies like Rayonier are guided by Best Management Practices (BMPs). These science-based standards specify how to protect various bodies of water in our forests. Each state has different guidelines for different sizes and types of water systems.

One of the most important aspects of BMPs are Buffer Zones, also known as Riparian Management Zones (RMZs) or Streamside Management Zones (SMZs). Spanning anywhere from dozens of feet to hundreds of feet, these areas are separated from the rest of the forest. Within these zones, the guidelines may call for little or no roads, heavy equipment and forestry activities. Harvesting within the area may be limited or eliminated altogether.

Forests grow for decades with very little human interaction. When the land is touched, buffers are mapped out along the waterways. 

Foresters are trained to protect and monitor these areas during all forestry activities, as one of our foresters explains in this video about Cruising Timber. Rayonier foresters protect approximately 11,800 miles of streams on our land.

Taking a Proactive Role in Protecting Water in Our Forests

Recognizing the critical role our forests play in protecting water quality, Rayonier has worked with partners to not only protect, but to improve the quality of the water systems on our land.

Diverting Water to Brooks Sink, Florida’s Largest Sinkhole
One of our Bradford County, Florida, forests contains a Florida wonder: the largest sinkhole in the state, as shown in the video above. Spanning about 200 feet across, Brooks Sink is a major source of water to replenish the Floridan aquifer. In 2000, Rayonier acquired the property where Brooks Sink is located. We soon found out there was an opportunity to make the sinkhole do much more to replenish the aquifer.

Back in the 1970s, it was a common practice on agricultural and timber properties to install ditches. They increased groundwater flow and made more of the land plantable. Foresters today recognize the importance of protecting natural drainage patterns and restoring them when the opportunity presents itself. Brooks Sink was one such opportunity.

About 50 years ago, water that had once flowed naturally into the sinkhole was diverted into a ditch which fed into increasingly larger streams and rivers. The water ultimately fed into the Gulf of Mexico instead of the aquifer, and millions of gallons of drinking water were lost.

We worked with the Suwannee River Management District to direct more of the water toward the sinkhole, the way it had naturally flowed before. The district installed flash board risers that slowed the water flow toward the Gulf, diverting a large proportion of it toward the sinkhole.

The riser sends an estimated 220 million more gallons of water per year into the sinkhole, enough to fill 333 Olympic sized pools to capacity each year, according to the Suwannee River Management District.

Restoring Optimal Salmon Breeding and Rearing Conditions
In our Pacific Northwest forests, water protection has changed drastically for the better. Many of the roads and bridges in our forests were built in the early 1900s before our company even existed—and before the needs of the salmon population were understood.

When Washington’s salmon population began to sharply decline, the scientific community looked for answers. They found that the bridges and culverts below Washington’s road systems weren’t sufficient to maintain the natural flow of fresh water salmon need. Without being able to access the shallower upland waters, salmon didn’t have a safe place to breed and rear their young.

Washington passed the Forests & Fish law in 2000 to set a standard for water flow near roads and bridges. Since then, the forestry industry has been replacing whatever hinders the water flow, opening miles and miles of streams to salmon for the first time in a century. We work with marine biologists and other experts to ensure each project is good for the fish population both when and after work takes place.

Rayonier alone has invested more than $22 million in the program over the past 20 years. In that time, we’ve upgraded or removed 750 culverts and bridges, restoring 220 miles of stream habitat.

To learn more about the program, you can see our video and article, How Foresters Restore Salmon Habitat in the Pacific Northwest.

Of course, the project has benefited much more than the salmon population, restoring optimal conditions for entire ecosystems that depend on the clean, cool waters of the Washington uplands.

Taking Pride in Protecting America’s Water

Forestry has one of the lightest touches of any type of land use. The land is maintained in a way as close to natural as you can get and still allows it to be productively utilized.

When we do work in the forest, we take special care to protect the land and water. Buffer Zones are protected from fertilization, which typically happens only twice in a forest’s decades-long lifecycle and was found in this recent University of Florida study to have a negligible impact on water quality. On our steep slopes, we use techniques like tower logging—which lifts logs high into the air with a skyline cable— to ensure we prevent sedimentation. And we replant our forests as quickly as we’re able to after they’re harvested.

Forests are one of the most important keys to current and future water quality nationwide.

For the 10th year, Abbott was named the top performing company in its industry in S&P Global’s Sustainability Yearbook 2023. The annual Sustainability Yearbook recognizes the world’s leading companies based on their sustainable business practices.

As the Health Care Equipment & Supplies industry leader with an S&P Global ESG Score of 81/100, Abbott’s performance was among the top 1% of companies in the Sustainability Yearbook. This follows Abbott being named the top company in its industry on the 2022 Dow Jones Sustainability Index (DJSI) in December.

The selection of companies in The Sustainability Yearbook 2023 and the DJSI are both based on the S&P Global 2022 Corporate Sustainability Assessment (CSA), which provides ESG Scores for companies. As of December 16, 2022, over 7,800 companies assessed for the 2022 CSA were also considered for inclusion in the Sustainability Yearbook 2023. More information on the S&P Global Sustainability Yearbook: https://www.spglobal.com/esg/csa/yearbook/

These recognitions reflect Abbott’s dedication to shaping the future of healthcare and helping the greatest number of people live better and healthier. Abbott’s 2030 Sustainability Plan has a clear focus on innovating for greater access and affordability in health, with the goal of improving the lives of 3 billion people each year by decade’s end – reaching 1 billion more than we did in 2020. To learn more about Abbott’s approach to sustainability, visit abbott.com/sustainability.

Taco Bell Blog

At Taco Bell, we empower our teams to be fearless, embrace different and drive change. We believe that each one of us has a story to tell.

This year’s nationwide Black History Month’s focus is Black Resistance – meaning how the Black community has resisted historic and ongoing oppression, which you can learn more about on blackhistorymonth.gov.

To honor and celebrate this year’s focus and the Black community, we will continue to amplify their voices. We will share their stories every week in the month of February in hopes that they not only educate but inspire you to drive positive impact within your community.

But first, some Black History background… Black History Month started off as a one-week celebration founded by Carter G Woodson in February 1926. 50 years later the week was transformed into a month-long celebration of Black American history. February is the month we dedicate to celebrate and share stories about our Black team members and communities who triumphed despite ongoing challenges.

Throughout the year, we will continue sharing the incredible stories of our Taco Bell teams; the sharing and celebration doesn’t stop here.

Jasmine B., District Excellence Leader

Taco Bell has been a staple in Jasmine’s life since childhood, and as she got older, it just made sense to work in-restaurant. While she was attending college, her interest in the Brand and its potential for career growth grew. Once she graduated, an opportunity opened for an Area Coach role, and she raised her hand. Since then, Jasmine has worked her way up to her new role as District Excellence Leader.

Jasmine always talks about how it’s important to “walk the talk,” and her new role has helped her stay true to this motto. She has always believed in equity, inclusion and belonging, and being in a leadership role like this, she knows that you must take intentional action to bring it to life. Keeping this in mind, she strives to have continued support for her team, create a space where they feel safe, inspire them to reach higher, follow their dreams, and feel comfortable in using their voice to drive change – whether that be in-restaurant or in their community.

“I want my legacy to be one that inspires all to continuously invest in people.”

She does this inside and outside of Taco Bell. She invests in her family and friends, including her husband, Ryan, and their six-year-old daughter, Ava. She invests in her community by volunteering locally or at her church. She invests in herself… she loves going to the gym and is a major foodie – she’s always in the kitchen trying new recipes or going to small-plate restaurants.

If you see a little bit of yourself in Jasmine and want to pursue a similar path, she advises that you keep true to yourself, treat everyone with kindness, and remember the importance of connecting with others. “… and to always have integrity a.k.a. ‘walk the talk,’ intentionally care and connect with your team, and align your passion with purpose.”

Jasmine, you’re a kind leader and you make us feel proud to be part of the Taco Bell family.

Jaime Gates remembers the moment he knew he wanted to become a pilot. It was a summer trip in 1997, 12-year-old Jaime and his Boy Scouts of America troop got to tour New York’s LaGuardia Airport. The up-close perspective of the aircraft made an ever-lasting impression on him.

“As soon as I went up to the air traffic control tower and watched the planes land and take off — I was hooked,” he said. Today, Jaime works with 12-year-old (and younger) students in his free time to help them realize their dreams of working in the aviation industry.

He strives to inspire young people in his hometown of Brooklyn, New York, to soar to new heights by sharing his passion for aviation because he knows how access is the key to igniting the spark that can shape their futures.

Jaime pursued his passion for flying after he graduated college in Charlotte, North Carolina, continuing his journey into aviation at Embry-Riddle Aeronautical University in Daytona Beach, Florida. When the recession hit in 2008, Jaime knew he had to put his aspirations of becoming a pilot on hold to meet his financial needs. He decided to pursue a career in computer science for more immediate stability and joined American as a Customer Service Manager in 2011, giving him the opportunity to work in the industry he loves.

“I knew I wanted to be a pilot very early on, but there weren’t many resources for me at the time,” Jaime said. “I had no idea what path to take, and I didn’t have a mentor to guide me on my journey … that along with creating more financial stability is why I had to set my dreams aside.”

Jaime’s mother, Dr. Lena Gates, has been the principal of the Ronald E. McNair Public School 5 in Brooklyn for more than 30 years. She was inspired to start an aviation program at her elementary school as she watched Jaime’s love for aviation grow.

Jaime recalled sitting down with his mom and thinking through the barriers he faced in embarking on his own pilot career, wondering how they could better support students’ journeys into aviation and what hurdles they could help flatten?

They started with access. If you can see yourself there, you can be there. “We begin to dream as early as elementary school,” Jaime said. “So, if we provide the seed at the early stages of students’ liv es, they may plant their roots and grow a career in aviation.”

At a management meeting in April 2022, Jaime and his fellow team members were called on by American Airlines leadership to be intentional and impactful by reaching out to underrepresented communities to search for its next generation of aviators.

“That’s when the light bulb went off for me. I boldly asked if American would be open to supporting the aviation program at my mother’s school,” Jaime said. “Everyone was on board and wanted to get started immediately — and I was absolutely thrilled.”

In October 2022, the American Airlines Aviation Recruiting team and New York Flight office partnered with the Ronald E. McNair Public School 5 to rebrand the school’s aviation center. American is helping the school expose its students to the power of flight at an early age and encouraging them to dream big.

“When the students look up, they see themselves represented around the classroom. And when they have questions, pilots from the American’s New York Flight office frequently visit to provide mentorship and support them,” Jaime said.

Jaime said the most important reason for connecting American Airlines to the school is to expose the students to a profession they might not see as available. “This career path has the potential to change generational recurrences and the trajectory of many families in my hometown,” he said. “With the achievable pathway laid out by the American Airlines Cadet Academy, students can graduate high school and streamline into the commercial industry.”

After putting his dream on hold 10 years ago, the passion in the eyes of the students at his mom’s school reignited Jaime’s dream of becoming a commercial airline pilot. He applied and was recently accepted into the American Airlines Cadet Academy program. Now he’s back on course to live out his dream of becoming a pilot.

“It’s like all the stars aligned for me, and I’ve been on cloud nine from the moment I first approached American with the idea. To see American come into the classroom and help support my mother’s school and to now live out my own dream, it’s so special to see it all come together.”

His next goal is to focus on becoming a commercial pilot while continuing to give back to communities and expand his reach to surrounding areas that need support and mentorship.

Through the support of American Airlines, the program has reached new heights in its community and is paving the way for generational success.

On Saturday, Jan. 28, Entergy hosted Dillard University faculty, staff and students, and other Historically Black College and University leaders from across Louisiana during The New Orleans’ Pelicans HBCU event at the Smoothie King Center. This event was part of a series of community engagements hosted by the Pelicans to provide resources to empower the Black community.

Attendees included:

Therese Badon, United Negro College Fund, senior vice president of development – Southern Region.Dr. Felecia Nave, president, Alcorn State University.Dr. Rochelle Ford, president, Dillard University.Dr. Thomas Hudson, president, Jackson State University.Dr. Reynold Verret, president, Xavier University.Drew Marsh, Entergy chairman and CEO.Kimberly Fontan, Entergy executive vice president and chief financial officer.Marcus Brown, Entergy executive vice president and general counsel.Kathryn Collins, Entergy senior vice president and chief human resources officer.Taiwan Brown, Entergy vice president, diversity and workforce strategies.Leroy Nix, Entergy vice president, strategic policy and stakeholder engagement.Patty Riddlebarger, Entergy vice president, corporate social responsibility.

Entergy is committed to working with local educational institutions to develop a workforce that can support the continued economic development of the Gulf South region as well as support our own workforce needs. A big part of that commitment involves building and retaining a workforce that reflects the rich diversity of the communities we serve.

Through our partnerships, we’ve contributed more than $7.4 million to historically black colleges and universities located in our service area. We’ve also established formal mentoring programs, collaborated in research studies, provided intern/co-op opportunities for students, assisted with facility and curriculum improvements, technology, scholarships and career readiness programs.