Tag: 3BL

Originally published by Cardinal & Pine

By Patricia McIlreavy, Lynette Bell
September 26, 2025

Saturday—Sept. 27, 2025—marks one year since Hurricane Helene flooded Western North Carolina with five months of rain in just three days.

The storm caused widespread damage, affecting homes, businesses, infrastructure and surrounding land, as well as countless lives. It was the worst storm in the history of the state. Survivors, many of whom are still working to fully rebuild, still feel the lasting impact of grief, trauma, and loss.

For those who lost loved ones, homes and livelihoods, every day is a reminder that recovery is a continuous process, not a finite time period with an end date.

Images of flooded streets, downed power lines, hollowed-out homes and abandoned vehicles made it easy to understand the immediate effects of a storm at the scale of Helene. But it’s harder to understand what a community goes through in the days, months and years after a disaster.

Destruction can be obvious to see, but it is also hard to measure. According to the Governor’s Recovery Office for Western North Carolina, rebuilding from Helene is expected to cost at least $60 billion, and state and federal resources allocated for Western North Carolina are anticipated to cover only a fraction—less than 15%—of that total need. In addition, a lack of data and resources can complicate the recovery process and slow the flow of recovery money to those who need it most, like residents who lost their homes, small business owners who have been unable to reopen, and others traumatized by their experiences.

Every day that a displaced family cannot return home or a small business owner cannot operate productively deepens the emotional, financial, and practical losses survivors suffer.

Immediate aid in the aftermath of a disaster is critical—but consistent, long-term investment is equally vital. Money is needed to rebuild homes, businesses and infrastructure. Essential services—mental health care, legal assistance and trauma-informed support—must be funded to help communities navigate the complex recovery process. Most importantly, recovery needs should be guided by those who live with the repercussions of Hurricane Helene every day. While some disaster grants will take years to be implemented, we need alternative solutions that are accessible and actionable now.

This is one reason the Center for Disaster Philanthropy (CDP) works to mobilize philanthropy for more effective disaster giving. We often say a disaster happens when a hazard meets a vulnerability, and by that, we mean: the more vulnerabilities that exist, the more communities are susceptible to natural hazards. And those vulnerabilities could be physical, like poor infrastructure, environmental, including degraded ecosystems or societal, such as underserved neighborhoods. Recovery should not merely aim to restore what was lost—it presents an opportunity to rethink and redesign communities and systems to address those vulnerabilities, so they are stronger and better prepared for future challenges.

Vulnerabilities often compound over time if unaddressed. For example, Asheville lost hundreds of thousands of trees, leaving mountainsides bare and exposed. Trees aren’t just scenic attractions; they are natural ground stabilizers that provide cool in extreme heat, cover in severe storms, and protection from wind and floods. Ecosystem repair is not a luxury—it is an important part of recovery for resilience.

Unfortunately, analyses have shown that the scale and frequency of natural hazards are increasing. We cannot predict when and where they will occur, but we can help communities mitigate their susceptibility to them by facilitating investments in housing reconstruction, small business restoration, ecosystem repair and the replacement of critical infrastructure to shore up vulnerabilities to future disasters.

Philanthropy isn’t meant to supplant the scale of state or federal funds, nor can one single philanthropist do it all. However, the philanthropic community can help channel support directly to communities. This is one reason we recently announced a second round of grants from CDP’s Truist Foundation Western North Carolina Recovery and Resiliency Fund. These funds, totaling nearly $6.8 million, will go directly to local and community organizations actively leading recovery efforts. The money is a portion of a $21 million partnership between CDP and Truist Foundation to support medium- and long-term community needs. The partnership is part of Truist Cares for Western North Carolina, a three-year, $725 million commitment from Truist and Truist Foundation to support critical small business, housing and infrastructure recovery.

By funding a wide variety of needs—from mental health services to economic revitalization and sustainable rebuilding solutions—philanthropy is helping address the gap between immediate relief and what residents still need, one year after the disaster.

True resilience isn’t only rebuilding what previously existed; it’s also about reimagining newer, stronger systems that consider what we’ve learned from the past, in anticipation of future tests that are sure to come.

To hear more about this partnership, join Lynette and Patricia at Philanthropy Southwest’s 77^th annual conference in Colorado Springs, Col. on Oct. 23, as they discuss “Disaster Philanthropy: Strategies for Resilience and Recovery.

Authors

Patricia McIlreavy is president and CEO of the Center for Disaster Philanthropy.

Lynette Bell is President of Truist Foundation.

Originally published in Principal Financial Group 2024 Sustainability Report

Engaging our employees

Attracting and retaining talent

Our employees are our most valued asset. We take a comprehensive approach to attracting top talent and prioritize the health and wellness of our employees.

Our approach

To deliver on our purpose, we must equip our teams with the best talent in the market. We do this by actively engaging with top candidates, providing strong opportunities for development and growth, and enhancing our employment brand to attract top talent, particularly in priority hiring areas.

We are dedicated to bringing out the best in our employees by investing in what matters most to them. This approach enables us to proactively engage and retain a high performing workforce at Principal. Our employee value proposition emphasizes the key elements that matter most to our employees, including a flexible approach to work-life balance, opportunities for development and growth, and a deep sense of connection to our purpose.

Learn more about our careers at Principal®

Attracting the right talent

We believe every candidate deserves an equal opportunity to be considered for their desired position, and we are committed to providing a fair interview process that selects the best-fit candidate. We achieve this by training interviewers to mitigate bias and use a consistent set of questions for all candidates, ensuring a fair and unbiased interview experience.

Our actions and performance in 2024

Talent attraction

In 2024, we launched a revamped career site to provide prospective employees with an easier and more engaging way to explore life at Principal, showcasing our employer brand and values. Additionally, we focused on enhancing our Employer Value Proposition (EVP) and refining our employment brand to attract top talent, particularly in technology and sales, through targeted campaigns highlighting our culture, values, and growth opportunities.

To enhance our hiring experience, we provided comprehensive training for leaders equipping them with skills to evaluate candidates based on key competencies. To streamline hiring, we adopted texting for scheduling interviews and introduced self-scheduling tools, enhancing efficiency and candidate experience. We also introduced candidate surveys to gather feedback from both hired and non-hired applicants, helping us improve the talent acquisition process.

Employee Engagement Index

Our Engagement Index measures employee satisfaction across our global workforce. In 2024, our engagement index had a score of 77%, shy of our goal of 79% with an increased response rate of 86% from 85% in 2023. Our score indicates that across the questions that make up our Engagement Index, there were 77% positive responses. We assess the results in a variety of ways to ensure we are creating a work environment for employees to thrive and a consistent employee experience that aligns with our employee value proposition and core values.

Engagement Index (%)
(2020-2024)

• 2020: 83%
• 2021: 79%
• 2022: 78%
• 2023: 79%
• 2024: 77%

In 2024 both our female and male employee base had 77% engagement, which is consistent with results in prior years. Our goal remains to reach an Engagement Index of 79% in 2025.

In 2024 in the U.S., our engagement index score for employees of color was 77% and 75% for white employees. This is the second consecutive year that POC engagement index results have been greater than or equal to their white counterparts. POC response rates have continued to increase from 57% in 2021 to 78% in 2024.

When setting our annual goals, we take into careful consideration our historical engagement performance data, as well as internal and external trends we’ve observed over the past several years to inform our future goal. We also collaborate with cross-functional teams to ensure our goals align with other enterprise and business level goals.

Engagement and retention

As we respond to the challenging talent landscape, we continue to use employee and leader exit survey insights to guide retention tactics and inform decisions around talent planning, employee value proposition activation, and employee experience. Since the global exit survey was launched in 2022, we’ve been able to positively impact the engagement and retention of our workforce through various initiatives.

We continue to invest in programs that have measurable impacts on engagement and employee retention like our global mentoring program. The mentoring program is open to all employees and helps individuals achieve outcomes like expanding their network, building leadership skills, and improving business acumen. Collectively, since we began measuring in 2021, this program has resulted in a 47% improvement in retention for mentoring participants compared to non-participants. We also invest in critical talent development for select employees. Our enterprise high potential talent program, for example, shows a 92% overall retention rate for participants since 2021.

In February 2024, we conducted a comprehensive worksite employee experience survey at our world headquarters. The valuable feedback gathered has given us a clear understanding of how we can further enhance the in-office experience. Our goal is to ensure that employees benefit from purposeful design, innovative solutions, top-notch food services, and seamless technology across the workplace. With these new insights we are excited to make targeted improvements that will elevate the employee experience in 2025 and beyond.

In April 2024, we launched a streamlined and automated onboarding process across the U.S., India, and the Philippines, significantly enhancing the global onboarding experience. By centralizing onboarding tasks and introducing an engaging interface, the new process has simplified navigation and delivered a seamless onboarding experience for both new hires and their leaders. As a result, we have seen notable cost savings, driven by improved time efficiencies for new hires, internal teams, and leaders globally.

Overall, between 2023 and 2024, our global turnover remained at 17% and increased slightly from 10% to 11% in the U.S.

For a full tenure breakdown see the appendix

What’s next

As we look ahead to 2025, we’re excited to continue enhancing the employee experience by making thoughtful improvements to both our digital and physical workplace environments. Based on valuable feedback from our 2024 worksite employee experience survey, we’ve already taken steps to elevate our onsite dining offerings. Starting in January, a new service provider will bring a wider variety, better quality, and competitive pricing to our menus, alongside exciting employee engagement initiatives such as pop-ups and chef’s table events throughout the year.

Our efforts to improve the physical workspace, combined with upgrades to digital interactions, are designed to foster a more collaborative, welcoming, and efficient workplace. These changes will not only streamline daily tasks but also enhance engagement, productivity, and overall satisfaction, driving positive outcomes for both our employees and the organization as a whole.

To learn more, read the Principal Financial Group 2024 Sustainability Report.

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

20887-092025 

by Carrie Browen

In our second blog post, we explored the architectural evolution from domains to zones, uncovering how this shift lays the foundation for software-defined vehicles (SDVs). Now, we turn our focus to the broader transformation that SDVs demand, not just in technology, but across the entire business. From architecture to cybersecurity to evolving business models, the SDV transformation touches every part of the organization. It’s not just about building a new type of car—it’s about redefining what a vehicle is, what it can become, and how value is created across its lifecycle. To stay competitive, automotive companies must fundamentally rethink how they innovate, collaborate, and operate.

Business Requirements: What the Industry Must Achieve

To remain competitive, automotive companies must meet three strategic business objectives:

1. Shorten development and innovation cycles: Traditional 5-to-7-year product cycles are no longer sustainable. The industry is moving toward agile, software-driven development with 1-to-3-year cycles from concept to start of production (SoP).
2. Enhance safety and cybersecurity: As vehicles become more connected and software-defined, there are more interfaces, drastically extending the attack surface. Protecting systems and users is mission-critical.
3. Enable smart mobility and continuous business: Vehicles must seamlessly connect with infrastructure, users, and the cloud to support new features, services, business models, and continuous operations.

These requirements are ambitious, and they come with significant challenges.

Critical Challenges on the Road to SDV

The SDV transformation introduces a new level of complexity across the entire value chain. Four high-level challenges are particularly critical and summarized here:

1. Collaborative Integration: SDVs require the integration of diverse software components, hardware systems, and cloud services from multiple vendors. Ensuring compatibility and interoperability across this ecosystem is a major hurdle.
2. Development Transformation: The shift from hardware-centric to software-first development demands scalable computing, function virtualization, and real-time processing. It requires not only significant investment and cultural change, but also a rethinking of development practices. Embracing a native DevSecOps approach is important, as it embeds security and operational considerations directly into the development lifecycle, enabling faster, safer, and more reliable software delivery.
3. Regulatory and Compliance Pressure: Companies must navigate a growing web of safety, privacy, and government regulations across different regions. Compliance is no longer a checkbox; it’s a strategic capability.
4. User Trust and Acceptance: As vehicles become more autonomous and data-driven, building and maintaining customer trust is essential. Concerns around data privacy, cybersecurity, and the reliability of automated features must be proactively addressed.

These challenges are not isolated; they are deeply interconnected. And one thing becomes increasingly clear: they cannot be tackled alone.

Strategic Partnerships: The Backbone of SDV Business Operations

To address these challenges effectively, strategic partnerships are becoming the backbone of the SDV transformation. According to Deloitte, over 80% of SDV leaders are already engaged in partnerships, particularly in areas such as cybersecurity, autonomous driving, and advanced operating systems.

These collaborations allow OEMs to:

• Access specialized expertise in fast-evolving domains like AI, cloud platforms, and high-performance computing.
• Share development costs and risks, which are especially important given the high R&D investments required for SDV transformation.
• Accelerate innovation and time-to-market by leveraging joint development environments and shared infrastructure.
• Enhance customer experience through integrated services and seamless OTA capabilities.

Deloitte estimates that strategic partnerships can reduce SDV-related R&D spending by up to 16%, resulting in hundreds of millions of dollars in savings per OEM. In the SDV era, competitive advantage will increasingly depend on the strength of an organization’s ecosystem and partners.

Process & Technology Enablers: Turning Challenges into Progress

So, how can companies move forward? It starts with adopting the right process and technologies, those that make it possible to innovate faster, stay secure, and scale with confidence. In this blog, we focus on four fundamental enablers that are shaping the transformation:

1. Scalable and modular architecture
2. Data analytics and monetization
3. Cybersecurity and Zero Trust principles
4. OTA Updates

One of the most foundational enablers in the SDV transformation is the implementation of a scalable and modular architecture, and this goes far beyond flexible hardware and software platforms. What’s emerging is a new generation of global R&D collaboration and automation platforms that support continuous development and validation across distributed teams and systems.

To accelerate innovation and ensure seamless integration of third-party applications, companies are building automotive DevOps software factories. These environments enable continuous integration, testing, and delivery, supported by workflow, process, and test automation. Real-time collaboration in connected test spaces ensures that development and validation are no longer siloed activities.

A key principle in this transformation is the adoption of shift-left testing, which brings validation activities earlier into the development process to detect issues sooner, reduce costs, and improve quality. This approach is closely tied to the evolution of the traditional V-model into DevOps which enables a more continuous, iterative, and automation-driven development cycle, where testing is no longer a downstream activity but an integral part of every phase.

Central to this approach is the use of XiL (X-in-the-Loop) testing environments, including Model-in-the-Loop (MiL), Software-in-the-Loop (SiL), Hardware-in-the-Loop (HiL), even Vehicle-in-the-Loop (ViL) and (HITL) Human-in-the-Loop. These enable teams to validate functionality, performance, and safety across different abstraction levels, long before physical prototypes are available. Combined with automation and real-time feedback, this facilitates faster development cycles, higher software quality, and the ability to deploy new features across various vehicle models and markets, while maintaining consistency, traceability, and compliance throughout the development journey.

Equally essential in the SDV transformation is the ability to collect and analyze vehicle data at scale. This data forms the backbone of predictive maintenance, performance optimization, and increasingly personalized in-vehicle experiences. But its value goes far beyond operational efficiency. It also unlocks entirely new business opportunities.

As the industry shifts from one-time vehicle sales to ongoing, service-based business models, data becomes a strategic asset. Companies must build digital platforms that support feature activation, subscription management, and dynamic monetization models. This marks a profound cultural and operational shift, one that redefines how value is created and delivered over the vehicle’s lifetime.

According to a Deloitte study, the potential is enormous: 81% of OEMs expect to generate significant revenue from car-data monetization, with average projections around $720 million over the next five years. Real-world use cases — such as in-car voice assistants enabling purchases during a drive — highlight how mobility is converging with digital commerce, creating seamless, user-centric ecosystems.

As the software stack becomes the core of the vehicle, cybersecurity must be embedded at every level. This includes secure boot processes, trusted execution environments, and robust over-the-air (OTA) update systems with rollback capabilities. To manage growing threats, companies are adopting Zero Trust architectures, which incorporate continuous authentication, least privilege access, data encryption, and micro-segmentation. In parallel, SecOps practices such as incident response automation and compliance management are becoming essential to ensure resilience and regulatory alignment.

Over-the-air (OTA) updates are a cornerstone of SDV agility. They enable manufacturers to continuously improve vehicle functionality, deliver new features, fix bugs, and enhance security, without requiring physical intervention. This capability not only reduces service costs but also extends the vehicle’s lifecycle.

According to Deloitte, 60% of respondents believe that regular OTA updates could prevent 50–75% of vehicle recalls, highlighting their potential to significantly improve quality and customer satisfaction. However, delivering on this promise requires a robust technical foundation. OTA systems must be supported by:

• High computing and data throughput
• Extended reliability and robustness
• Low latency and high accuracy
• Resilient and always-on connectivity and secure cloud integration

Only with this level of infrastructure can OTA updates become a reliable enabler of post-sale innovation and long-term customer engagement.

Finally, AI and perception technologies are becoming central to SDV functionality. From autonomous driving to personalized and intelligent infotainment, AI, like so many other industries, will also shape the future of mobility, turning the vehicle into a smart companion and copilot that proactively helps the driver. However, as AI becomes increasingly embedded in vehicle systems, testing and validation of those AI models becomes critical. Regulatory frameworks are emerging, and companies must be prepared to demonstrate explainable and trustable AI enabling transparency, safety, and compliance in AI-driven features and their deployment across safety-critical systems.

Conclusion: A Strategic Reinvention

The SDV transformation is not just a technical upgrade – it’s a strategic reinvention. It affects every part of the organization and processes, from R&D and compliance to customer experience and business models. Success requires more than just new tools; it requires a new mindset. This transformation is a team sport: embracing agility, security, and ecosystem thinking will be essential. The companies that lead will be those that collaborate, adapt, and innovate continuously.

In the final blog post of this series, we’ll explore how Keysight is actively supporting this transformation – and how we can help you succeed in the SDV transition.

Tork expands range of pioneering high-capacity paper hand towel dispensers, launching an automatic model that dispenses at least 500,000 towels per battery set¹

Originally published on Tork Newsroom

Tork, the global leader in professional hygiene and an Essity brand, has launched Tork PeakServe® Automatic, a sensor-activated version of the highest capacity paper towel dispenser on the market.² Designed to reduce maintenance time during peak restroom traffic hours, Tork PeakServe Automatic delivers a reliable and superior user experience. 

“Facility managers depend on Tork PeakServe to reduce run outs during peak times, allowing them to save time spent on constantly monitoring and restocking dispensers,” said Josefin Nilsson, Global Brand Innovation Manager, Professional Hygiene at Essity. “With Tork PeakServe Automatic, we’re enhancing the efficiency gains that our customers appreciate and meeting a market need for unmatched reliability. With one set of batteries lasting up to five years³ and dispensing at least 500,000 towels, Tork PeakServe Automatic alleviates even more pressure from businesses. Cleaning staff can work more efficiently, users enjoy reliable towel dispensing right when they need it, and the restroom line keeps moving.”

More than half of guests (53%) prefer fully automated restrooms.⁴ Touch-free systems are perceived as more hygienic, but current automatic dispensers are often seen as unreliable due to their quick battery depletion and towel run outs, which create challenges for cleaning staff. With the longest battery life⁵ and 99.99% jam-free performance,⁶ Tork PeakServe Automatic helps businesses deliver a consistently superior user – and cleaning staff – experience even during peak traffic times. Tork PeakServe Automatic is also the most intuitive automatic dispenser to use and refill.⁷ Users can simply wave their hands in front or below it to receive a towel in less than a second.

All solutions within the slim Tork PeakServe range reduce maintenance time for cleaning staff, freeing up their time for other cleaning tasks, streamlining operations and helping to reduce user complaints:

• The Tork PeakServe system serves up to 600 more guests before needing a refill.⁸ It includes the highest capacity hand towel dispenser on the market² and uses 50% compressed towels that serve twice as many visitors.⁹ This is especially crucial during peak usage times when towels often run out and cleaners are in high demand.
• Cleaning staff can top up dispensers at any time, unlike most roll towel systems that require the entire roll to be used before replacement. This eliminates unnecessary restroom visits to check dispensers or refill them.
• All Tork PeakServe dispensers use the same refill, helping facilities to streamline their operations by simplifying ordering, handling and storage.
• Tork PeakServe is 99% tab free,¹⁰ ensuring that no towel fragments are left behind, reducing both mess and additional work for cleaning staff.

All Tork solutions are designed to support four focus areas of sustainability – materials and packaging; use and waste; carbon and hygiene for all. Tork PeakServe Automatic requires less energy consumption with more than two times towels dispensed per battery set10 compared to other automatic dispensers. In addition, one-at-a-time paper towel dispensing also helps to control consumption and reduce waste.¹¹ Compressed refill bundles save transportation space and reduce environmental impact.¹² Lastly, all Tork PeakServe dispensers are certified “Easy to use” for both users and cleaners.¹³ 

To learn more about the Tork PeakServe range, including the new Tork PeakServe Automatic, please visit: torkglobal.com/us/en/peakserve

¹Based on third party tests.

²Compared to roll towel systems in North America.

³Based on refill consumption of 2 cases of refill article 105065 annually using alkaline batteries.

⁴Tork Insight Survey 2024, conducted in US, UK, Germany, France and Mexico among 6000 end-users and 900 end-customers.

⁵Compared to Georgia Pacific enMotion 10 dispenses 200 rolls per battery set (192,000 10-inch towels) and Kimberly-Clark Icon dispenses 150,000 towels. Tork PeakServe Automatic dispenses at least 500,000 paper hand towels per battery set using refill article 105065.

⁶Used with articles 105065 and 105066.

⁷3rd party research with facility managers comparing Tork PeakServe Automatic dispenser with Georgia Pacific enMotion Flex automated touchless hand towel dispenser and Kimberly-Clark Icon hand towel dispenser.

⁸Compared to Tork Universal refills and folded towel dispenser 552020.

⁹Compared to Tork Universal Folded Towels.

¹⁰10,000 towels no tabbing occurred over 99.9% of the time.

¹¹ Based on data from the field test that showed over 10,000 towels no double dispensing occurred over 98% of the time.

¹²With compressed towels you get twice as many towels (100% more) per cubic meter meaning you gain storage space and can transport more towels. Compared to Tork folded towel 150299.

¹³Certified by the Swedish Rheumatism Association.

ATLANTA, October 20, 2025 /3BL/ – Georgia has made major progress in reducing greenhouse gas emissions over the past two decades, even as its economy more than doubled and its population added nearly 2.5 million people. A new report from the Climate and Energy Policy Laboratory at Georgia Tech’s Jimmy and Rosalynn Carter School of Public Policy and Drawdown Georgia shows that between 2005 and 2024, statewide emissions fell by 33% while the carbon intensity of Georgia’s economy dropped by more than two-thirds.

The “carbon intensity of the economy” is a way of measuring the amount of greenhouse gas emissions produced per dollar of Gross Domestic Product. A lower carbon intensity indicates a greener economy, signifying progress in decoupling economic growth from the creation of carbon emissions.

Net emissions fell from 141 megatons of carbon dioxide equivalent (MT CO2e) in 2005 to 92 MT CO2e in 2024. Over the same period, Georgia’s GDP surged from $389 billion to $883 billion, a 127% increase. The average carbon footprint per person declined by nearly half, from 15.8 to 8.2 metric tons per capita.

“This demonstrates that climate solutions and economic growth can go hand in hand,” said Dr. Marilyn A. Brown, Regents’ Professor and Brook Byers Professor of Sustainable Systems in the School of Public Policy at Georgia Tech and lead author of the report. “By transforming our electricity system, improving efficiency, and harnessing the power of our forests and wetlands, Georgia has achieved steep emissions cuts while building one of the fastest-growing economies in the country. To stay on this path, we must now turn more attention to transportation, natural gas use, and agriculture.”

From Peak to Progress: Shrinking the Carbon Intensity of Georgia’s Economy and Society highlights sector-by-sector trends:

• Electricity: Retiring more than 5,000 megawatts of coal-fired power and adding 5,000 megawatts of solar capacity helped cut emissions from the grid by more than half, improving both air quality and public health.
   
• Land Sinks: Georgia’s 22 million acres of forests and coastal wetlands offset nearly 27% of the state’s emissions each year, making the state a national leader in natural carbon sequestration.
   
• Transportation: Now the largest source of emissions in Georgia, transportation produced nearly 60 Mt CO₂e in 2024. Freight growth and diesel fuel use remain major challenges, even as electric vehicle adoption has increased.
   
• Buildings & Industry: Cleaner electricity reduced emissions from homes and businesses, but rising direct use of natural gas has slowed progress.
   
• Agriculture: Emissions have held steady overall, with reductions from improved soil management practices offset by increases in emissions from energy use and manure management.

John A. Lanier, executive director of the Ray C. Anderson Foundation and a founding partner of Drawdown Georgia, said the findings show what is possible when Georgia embraces climate solutions. “Georgia has proven that reducing emissions strengthens our economy, creates jobs, and spurs technological innovation. Continuing this momentum and remaining a leader for the South in delivering climate solutions that benefit our environment, our health, and our communities requires intention and political will – I hope we will make the right choices to keep moving forward.”

Dr. William Drummond, Georgia Tech associate professor and contributor to the report, emphasized the importance of continued monitoring to understand the trends. “Our Greenhouse Gas Emissions Tracker allows us to see where progress is being made and where challenges remain. This kind of data is essential for policymakers, businesses, and communities to make informed decisions about the future of our state.”

The full report, From Peak to Progress: Shrinking the Carbon Intensity of Georgia’s Economy and Society, will be available to the public on October 20th.

About Drawdown Georgia

Drawdown Georgia is a statewide research-based initiative launched in 2020 that was born from a multi-university collaboration, funded by the Ray C. Anderson Foundation. Taking inspiration from Project Drawdown®, the world’s leading resource for taking action on climate change, Drawdown Georgia localized that work by identifying the 20 highest-impact solutions for reducing greenhouse gas emissions in our state over the next decade. 

This framework focuses on climate solutions in five sectors: transportation, buildings & materials, food & agriculture, electricity, and land sinks. It considers how these solutions can reduce emissions and advance “beyond carbon” priorities, including equity, economic development, public health, and nurturing the larger environment. 

Drawdown Georgia has grown into a “leader-full” movement, bringing together many organizations, universities, companies, leaders, and funders who are working to advance climate solutions in Georgia, including Drawdown Georgia Research, the Drawdown Georgia Business Compact, Drawdown Georgia Congregations, and Drawdown Georgia Higher Education. Learn more at drawdownga.org.

Media Contact: Lisa Lilienthal
lisa@dialogue.marketing 404.661.3679

Originally published on Aflac Newsroom

In a quiet corner of the Aflac Cancer and Blood Disorders Center of Children’s Healthcare of Atlanta, something extraordinary happened. It wasn’t a medical breakthrough or a new piece of equipment — it was a sandwich bag filled with $22.25 from a boy named Rowan.

Rowan Rieve, 12 years old, loves lemonade, has a gentle smile and carries a bravery that seems far bigger than his small frame. He also has a rare genetic condition called Li-Fraumeni syndrome, which makes him more likely to develop cancer. In just a few years, Rowan has faced medulloblastoma, a malignant glioma and now a relapsed metastatic medulloblastoma.

But Rowan isn’t just a patient — he’s a giver.

One day, after a difficult conversation with his doctor — where his mom asked about a clinical trial that sadly was no longer available — Rowan quietly reached into his backpack, pulled out a small plastic bag and handed it to his doctor. Inside was $22.25, money he had raised from his lemonade stand.

“I’d like to donate this to help children at the Aflac Cancer and Blood Disorders Center,” he said.

A child with a brain tumor, raising money for other children. Sweet. Pure. Powerful. It was a moment that made everyone stop, including Dan Amos, chairman and CEO at Aflac.

“Rowan’s act of selfless generosity and heart for others shows that heroes can arise from any age and stage of life,” said Amos. “It is my hope that recognition of Rowan’s desire to make a difference will inspire others to do the same.”

Rowan’s gift is now helping to raise awareness about the importance of funding pediatric cancer research. Later this year, a room at the hospital will be named in his honor — a small tribute to a very big heart.

In a world that sometimes feels heavy, Rowan reminds us of the light. His lemonade stand wasn’t just about selling drinks. It was about hope, kindness and the belief that even the smallest hands can make the biggest difference.

Aflac WWHQ |1932 Wynnton Road | Columbus, GA 31999

Z2500997
EXP 10/26

KFC Foundation

Anthony has always been proud of the work he does as a Shift Supervisor at KFC in Lake City, FL. But after a major health challenge, he discovered another reason to be proud—knowing that the KFC Foundation was there to help him and his family when they needed it most.

Earlier this year, Anthony underwent a hip replacement surgery. Recovery meant time away from work and unexpected medical expenses that weighed heavily on him and his wife, Kristina.

“It was tough,” Anthony shared. “I didn’t know how we were going to make it.”

That’s when he turned to the KFC Foundation’s Hardship Assistance program. With support from the program, Anthony and his family received the financial help they needed to focus on his recovery instead of worrying about bills.

“I’ll be honest—I never used to believe in Round Up,” Anthony admitted. “But after this, I see just how much of a difference it makes. The Foundation truly came through for me, and I want others to see that too.”

Today, Anthony is back on his feet—literally and figuratively—and filled with gratitude.

“The help we received gave me peace of mind when I needed it most,” he said. “I’m thankful for the Foundation and for everyone who gives through Round Up. You may not realize it, but you’re changing lives—mine included.”

Anthony’s story is a reminder that the KFC Foundation is here for restaurant employees in their hardest moments, turning small acts of generosity into life-changing support.

• Now in its third year in partnership with Discovery Education, Honda Safety Driven uses STEAM educational principles to help students develop real-world safe driving habits
• New video series boosts safety awareness with three Honda-powered racing champions, Indy 500 winner Scott Dixon and AMA Pro Motocross champions Jett and Hunter Lawrence
• Initiative aims to help address nearly one-third of annual traffic fatalities in the U.S. involving drivers under the age of 25

TORRANCE, Calif. and CHARLOTTE, N.C., October 20, 2025 /3BL/ – In the midst of Teen Driver Safety Week, Honda and Discovery Education have launched year three of the innovative Honda Safety Driven young driver safety initiative with new educational content featuring IndyCar driver and Indy 500 winner Scott Dixon and champion motocross riders Jett and Hunter Lawrence of the Honda HRC Progressive racing team. The racers are featured in a new two-part video series titled Honda Safety in Action: From Racetrack to Roadway – It Takes All of Us, demonstrating how racing at high speeds should inspire real-world safe riding and driving habits. To access Honda Safety Driven resources, please visit hondasafetydriven.discoveryeducation.com.

“We are thrilled to feature Honda-powered champion riders like Jett and Hunter Lawrence and Indy 500 winner Scott Dixon as they help inspire and educate the next generation of safe riders and drivers through our Honda Safety Driven initiative,” said MJ Foxley, Safety Strategy Leader at American Honda Motor Co., Inc. “Now in its third year, Honda Safety Driven continues to introduce innovative and unexpected ways to engage and educate young people about traffic safety with nearly one million students reached in the first two years and counting.”

The first part of the video series focuses on two-wheel vehicle safety, including bikes, e-bikes, scooters, and motorcycles, with Jett Lawrence, who won the 2025 AMA Pro Motocross 450 Class championship, his second, and his brother Hunter, the 2025 runner-up. Part two of the series explores four-wheel vehicle safety with 6-time IndyCar series Driver’s Champion Scott Dixon, along with Honda Racing Corporation (HRC) engineers. Together, the videos are a new way to interest and engage with students by translating elite racing insights into practical, everyday safety tips. In addition, the Honda Safety in Action: From Racetrack to Roadway video series features accompanying standards-aligned classroom activities, educator resources, and at-home materials.

“Teen Driver Safety Week offers the perfect opportunity to talk to students about driver safety, and this engaging new content from Honda and Discovery Education can play a key role in supporting those conversations,” said Catherine Dunlop, Senior Vice President of Corporate Partnerships at Discovery Education. “By showing how seriously professional racers treat safety on an everyday basis, we’re helping students understand the importance of making smart choices.”

In 2023, Honda and Discovery Education launched Honda Safety Driven as a multi-year safety initiative to help address the nearly one-third of annual traffic fatalities in the U.S. involving drivers under the age of 25. Now in its third year after reaching nearly one million students, the national safety education initiative uses real-world applications and practices of STEAM, aiming to empower students to use safe driving skills as a roadmap to become responsible decision-makers. Discovery Education is the maker of essential PreK-12 learning solutions used in classrooms around the world.

To advance safety initiatives in the community, Honda and the Honda USA Foundation have contributed more than $8 million to nonprofit organizations and schools over the past 4 years, supporting programs that promote safe driving practices, awareness and education both on and off the road. These programs include education, training, and resources that supplement or go beyond traditional driver’s training courses or mandated state driver’s programs.

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Honda Commitment to Safety 
Honda is committed to further advancing safety for everyone sharing the road, which is captured in the Honda global safety slogan “Safety for Everyone.” The company has established a global goal to achieve zero traffic collision fatalities involving Honda motorcycles and automobiles by 2050. To achieve this goal, Honda is expanding its focus beyond advanced safety and driver assistive technologies alone, to include efforts to augment safety awareness to modify driver behavior and improve the traffic safety ecosystem by working with government, industry and community partners. 

Honda operates two of the world’s most sophisticated crash-test facilities in Ohio and Japan, and is responsible for numerous pioneering efforts in crashworthiness, collision compatibility and pedestrian safety. 

Advanced passive safety features include the proprietary Honda Advanced Compatibility Engineering™ (ACE™) body structure and next-generation driver and passenger front airbag technology, which are designed to provide a high level of collision protection for occupants. Advanced active safety and driver-assistive systems found in Honda Sensing® and AcuraWatch™ technologies, now on over 9.5 million vehicles on U.S. roads, are designed to reduce the frequency and severity of collisions while also serving as a technological and perceptual bridge to the more highly automated vehicles of the future. 

Learn more at https://www.honda.com/safety.

About Discovery Education 
Discovery Education is the worldwide edtech leader whose state-of-the-art, PreK-12, digital solutions help educators engage all students and support higher academic achievement. Through award-winning multimedia content, instructional supports, and innovative classroom tools that are effective, engaging, and easy to use, Discovery Education helps educators deliver powerful learning experiences. Discovery Education serves approximately 4.5 million educators and 45 million students worldwide, and its resources are accessed in over 100 countries and territories. Through partnerships with districts, states, and trusted organizations, Discovery Education empowers teachers with essential edtech solutions that inspire curiosity, build confidence, and accelerate learning. Learn more at www.discoveryeducation.com.

Contacts

Chris Martin
Honda
Email: Chris_Martin@na.honda.com

Grace Maliska
Discovery Education
Email: gmaliska@discoveryed.com

By Jason Hartke, Ph.D.

With over a decade of experience in the smart buildings industry, Kashif Mughees, who leads commercial and partnerships at WellStat, has built a career on turning complex energy and environmental challenges into opportunities for organizations to embrace solutions that yield powerful economic benefits. An engineer by training, Kashif’s work stands at the intersection of technology, data and human impact, partnering with leaders from across the public and private sectors to apply innovative solutions that advance energy security, environmental performance and healthier indoor spaces.

At its core, WellStat is helping reshape what it means to manage building performance, leveraging intelligent energy solutions and building analytics to help businesses achieve healthier, smarter and more sustainable spaces. The company’s approach combines industry knowledge with real-time insights and IoT analytics, improving operational performance while helping organizations optimize for health.

Kashif has been at the heart of this work, driven by a passion for sustainable energy management, cross-sector collaboration, and data-driven innovation. We sat down with him to learn more about the work WellStat is leading and how the company is addressing today’s most pressing challenges and empowering market leaders to champion health, sustainability, and long-term business resilience.

Q: How do you see the relationship between energy efficiency and indoor air quality evolving and what kind of synergies should the industry be driving to advance both?
For too long, energy efficiency and indoor air quality have been treated as trade-offs: save energy or improve comfort. Today, we have the tools and intelligence to achieve both.

In my experience, fine-tuning building systems through real-time insights can reduce waste and maintain healthy air at the same time. For example, in one project, simply adjusting HVAC start times cut energy use without affecting comfort. In another, tracking indoor air quality helped uncover efficiencies that, once fixed, improved both ventilation and performance. Demand Control Ventilation is a great example of this synergy in action, using live occupancy and air quality data to optimize airflow, reduce energy consumption, and maintain healthier environments.

It’s important to stop treating health and efficiency as separate goals and start measuring how they work together to improve overall building performance.

Q: From your perspective, what is the business case for investing in buildings that prioritize health, well-being and sustainability? How do you communicate that to organizations you work with?
The value is clear. Healthier buildings are higher performing assets. They attract and retain talent, reduce operational risk and strengthen long-term value.

I often say, if you can measure it, you can prove it, and if you can prove it, you can scale it. That is where data comes in. When leaders see tangible results such as improved air quality, reduced energy costs and greater occupant satisfaction, the conversation shifts from compliance to commercial advantage.

Even in residential developments, we are seeing growing interest in WELL-aligned design and monitoring. Healthier air, balanced humidity and thermal comfort reduce risks associated with damp and mould, while improving overall indoor quality and occupant well-being. These improvements do not just make homes healthier; they protect asset value, reduce maintenance costs and strengthen community trust.

Ultimately, prioritizing health delivers value for occupants while supporting long-term financial performance.

Q: Many organizations face difficulties in implementing these building strategies, such as cost constraints or new technology adoption. What are some of the biggest challenges you see in the field today and how are you working with stakeholders to overcome them?
The challenge is usually not the technology. It’s getting different teams aligned. Facilities, sustainability and finance teams often have different success metrics. Our job is to connect those dots through shared outcomes.

We typically start small with a pilot project that proves measurable impact. Once the data speaks for itself, adoption accelerates across the portfolio. For example, demonstrating how small operational changes can lead to both lower energy costs and better IAQ helps shift the mindset from “new cost” to “new value.”

By focusing on visibility, evidence and shared success metrics, we help organisations move from good intentions to scalable results.

Q: As the demand for healthy buildings continues to grow, how is WellStat helping demonstrate the value proposition and where do you see the strongest market drivers helping build momentum?
WellStat is helping organisations quantify what matters most, the measurable link between healthier spaces, operational performance and financial outcomes.

Our analytics platform captures real-time data on air quality, energy and environmental performance, turning it into clear, actionable insights. That enables leaders to demonstrate, not just declare, that their spaces are healthier and more efficient.

Momentum is building across sectors:

• Corporate real estate leaders are investing to attract and retain talent.
• Developers and owners see WELL as a differentiator in competitive markets.
• Investors are demanding transparency and data-backed proof of impact.

We are moving into an era where sustainability, health and performance are one conversation, and the organisations that understand that will lead the market.

View original content here.

ALEXANDRIA, Va., October 20, 2025 /3BL/ – The Responsible Minerals Initiative (RMI), an initiative of the Responsible Business Alliance (RBA), today announced its Responsible Minerals Assurance Process (RMAP) is the first supply chain due diligence scheme to be officially recognized by the European Commission for EU importers’ Conflict Minerals Regulation compliance.

The Conflict Minerals Regulation (CMR) is designed to ensure the supply chain practices of EU importers and of smelters and refiners sourcing from conflict-affected and high-risk areas are transparent and responsible. The CMR is built on the concept of risk-based due diligence as described in the OECD Due Diligence Guidance for Minerals from Conflict-Affected and High-Risk areas. The European Commission found the RMI’s RMAP standards and implementation to be fully aligned with the requirements of the CMR and OECD Guidance.

While EU importers are ultimately responsible for their individual compliance with CMR due diligence obligations, a supply chain due diligence scheme that is recognized by the European Commission, such as the RMI’s RMAP, can help enable importers to comply with their obligations under the CMR. Those obligations include management system, risk management, third-party audit, and disclosure obligations.

EU recognition of the RMI’s RMAP covers the RMAP Tin and Tantalum Standard, the RMAP Tungsten Standard, and the RMAP Gold Standard. The recognition only applies to the RMAP scheme and to smelters/refiners conformant with the RMAP standards, not to other schemes the RMI may cross-recognize.

“The Responsible Minerals Initiative is proud to be the first organization to have its supply chain due diligence scheme recognized by the European Commission,” said Jennifer Peyser, Executive Director of the Responsible Minerals Initiative (RMI). “RMI RMAP recognition supports the fundamental due diligence objectives in the CMR and OECD Guidance, expands the value of RMAP participation for smelters and refiners, and provides a practical compliance tool for EU importers. The RMI valued the recognition process for its independent program review, and we commit to advancing CMR implementation and industry uptake of meaningful due diligence practices and reporting.”

The European Commission is planning to create a “List of global responsible smelters and refiners” based on smelters and refiners covered by recognized supply chain due diligence schemes and information submitted by Member States as part of their annual report on the implementation of the CMR. It is in the interest of EU importers to provide evidence of conformity with the RMI’s RMAP to the relevant Member State Competent Authorities as soon as possible. The RMI also encourages RMAP-conformant smelters and refiners to provide assessment reports to covered EU importers, to support their compliance with the CMR.

Learn more about the RMI’s Responsible Minerals Assurance Process (RMAP) on the RMI website and contact RMI@responsiblebusiness.org for more information on the RMAP.

View the European Commission’s announcement about RMAP here, details on its Implementing Decision here, and FAQs on the recognition of schemes under the Conflict Minerals Regulation here.

About the Responsible Minerals Initiative (RMI) 
The Responsible Minerals Initiative (RMI), an initiative of the Responsible Business Alliance (RBA), is a multi-industry initiative with more than 500 member companies. Its members contribute to the development and international uptake of a range of tools and resources focused on minerals supply chain due diligence, including independent third-party assessments for smelters, Minerals Reporting Templates, supply chain risk assessment tools, and guidance documents on responsible sourcing of all minerals/metals. RMI members also have access to specialized due diligence tools, including country of origin data and the RMI Facility Database. The RMI runs regular workshops on responsible sourcing issues and contributes to policy development with civil society organizations and governments. For more information, visit ResponsibleMineralsInitiative.org

Media Contact
Jarrett Bens, Senior Director of Communications
Responsible Business Alliance
Phone: +1 571.858.5721
jbens@responsiblebusiness.org