Originally published on TriplePundit.

Amy Brown February 27, 2026

It’s not often that landing in the hospital is a stroke of good luck. For Charmaine, who faced multiple health issues and the recent loss of two sons, it was a godsend. It was there that the Camden, New Jersey, resident learned she qualified for a community-based healthcare system called the Healthy Neighbor program.

The hospital contacted the Healthy Neighbor team, and soon, Charmaine was sitting in her home with community health worker Fanny Ochoa instead. As they chatted, Ochoa determined that Charmaine needed help to manage her type 2 diabetes and chronic obstructive pulmonary disease (COPD). That also meant finding an affordable housing solution, and taking care of her mental and emotional health amidst overwhelming grief after the loss of her sons.

Ochoa told Charmaine that she would support her over the next year to improve all aspects of her health and well-being. Now, they were a team.

“She was just everything that I needed at the time,” Charmaine told TriplePundit. “My sugar is under control, and my COPD is not an issue. And I live in a beautiful new apartment, thanks to the program.”

Healthcare beyond the doctor’s office

The Healthy Neighbor program, led by healthcare provider Virtua Health and supported by global medical technology company Medtronic and Medtronic LABS, recognizes that health goes beyond medicine and visits to the doctor. A person’s wellbeing is just as much shaped by where they live, their opportunities and their challenges.

The aim is to build the kind of trust that tackles both the clinical and social determinants of health by pairing community health workers directly with patients over a long period of time. The program targets adults with type 2 diabetes or hypertension, providing up to one year of monthly home visits to identify and address barriers to their health.

Charmaine’s story reflects a larger crisis in Camden. In the city of 70,000, residents live up to 16 years less than people just 6 miles away. Many of the significant, long-standing health disparities are driven by poverty and environmental factors. By bringing technology and trust directly to people’s homes, the program addresses root causes of poor health, and it’s working.

Ochoa was able to support Charmaine in a more sustainable way by considering every aspect of her life as a part of her treatment. To help manage her diabetes, Ochoa provided Charmaine with a tiny wearable sensor that provides real-time, continuous glucose monitoring. She also encouraged her to apply to live at Oliver Station, an affordable housing solution with on-site primary care in Camden developed by the Michaels Organization and Virtua Health.

“I am so grateful to [Ochoa] and the program. If it wasn’t for her, I wouldn’t be here,” Charmaine said. “She’s been with me every step of the way. My new home is beautiful. I just thank God for this program because they have helped me so much.”

La Shawn Dutton-Spruill, a community health worker with Healthy Neighbor, can recount similar success stories. Dutton-Spruill met her patient Denise while she was living in a condemned building with uncontrolled hypertension and type 2 diabetes. Denise was missing doctor’s appointments, skipping medications and falling through the cracks of the system.

In the initial assessment, she checked Denise’s basic health vitals but also discussed other aspects of her situation, including housing and access to healthy food. Together, they came up with goals. Every two weeks, Dutton-Spruill checked in.

Healthy food access is very important for people with a food-impacted chronic condition like diabetes, Dutton-Spruill said. If patients are struggling to access it, Healthy Neighbor connects them with Virtua Health’s Eat Well program, which delivers fresh fruits and vegetables to underserved areas. They can purchase items with “food bucks” provided by the program, their federal Supplemental Nutrition Assistance Program (SNAP) benefits or a debit card.

Today, Denise is living in safe housing, manages her prescriptions, and is stabilizing her hypertension and type 2 diabetes.

“She’s just a totally different person. The program turned her all the way around,” Dutton-Spruill said. “She was suffering from depression, and now, she’s going out on the weekends. She’s very happy, meeting the program’s expectations and living her life to the fullest.”

Denise and Charmaine are part of the 74 percent of patients with uncontrolled hypertension who saw a meaningful improvement in blood pressure control after participating in Healthy Neighbor. Just under 70 percent of type 2 diabetic patients in the program saw a drop in blood sugar levels, too.

A model others can copy

Healthy Neighbor can’t solve such a complex set of problems entirely on its own, so it partners with local organizations like nonprofits, food banks and other clinical organizations.

“If a patient is currently experiencing homelessness, before we can even talk about reducing their blood sugar levels or hypertension, we need to figure out how to get them to a better and more reliable housing situation,” said Daniel Master, director of community health and impact at Virtua Health. “Our team has done a great job of connecting numerous patients to housing options within the city, and then, we see measurable clinical improvements that follow from there.”

Learning about the wide range of support locally available to them can be life-changing for the people the program serves, Master said. “These are patients who traditionally have not had as much access to or understanding of the larger health systems as patients from other communities.”

The goal is a long-term solution to people’s ongoing health that they can uphold themselves after the year-long program ends. “We bring all of those resources to patients so that their care can be sustainable,” Master said. “We know that our intervention is up to 12 months, and a lot is going to happen after that year.”

The program is expanding locally thanks to a grant from the city of Camden to grow the community health worker team and reach more patients. And Virtua Health and Medtronic LABS released a toolkit to help hospitals nationwide to replicate the model. Meanwhile, plans to expand the program beyond Camden are also in the works.

“Our hypothesis for why we are so successful is because we are addressing the social and clinical factors of health in one model and leveraging the resources of a large health system,” Master said. “We want to open source it because we know what we’re doing is unique.”

One thing standing in the way of that growth is the lack of a reliable reimbursement mechanism to fund the services of community health workers in the same way that nutrition and education services are funded by insurers, Master said.

Limited awareness that a model like this is an option is another. “Community health workers have been deployed in many health systems and in many environments. But not, we believe, in the way that we’re deploying them,” Master said. “In terms of sustainability that is the key.”

Housing, financial challenges and health food access will continue to be a perennial issue for communities, Master said. “There’s still a lot more that could be done by having healthcare work with the government and social service sector. We believe we are paving the way for what that could look like,” he added. “We know that this is an intervention that works.”

Editor’s Note: Program participants are referred to by their first name to protect patient privacy. This story was updated on March 3, 2026.

For three unforgettable days at the Junior Achievement (JA) Americas Company of the Year (COY) competition, the spirit of possibility took hold of Rio de Janeiro. In a city known for its vibrancy and resilience, a new generation of entrepreneurs stepped onto a global stage, not just to compete, but to discover how far their ideas could carry them.

At this annual competition, now in its 17^th year, , the top student-led businesses from twelve countries across the Americas gathered after months of rigorous national rounds, product fairs, and pitch competitions. By the time they arrived in Rio, they had already proven themselves at home. Here, they were challenged to perform at an international standard – pitching to global juries, defending their strategies, and showcasing their products in a public startup fair.

For many, it was their first time operating in such a high-stakes environment. It was also the moment they realized they belonged there.

This year’s top JA honor went to Sacky JA from Ecuador, a student-run company transforming recycled plastic bottles into sustainable lunch bags illustrated with Ecuadorian wildlife. Their product promotes healthy eating habits while raising environmental awareness, blending sustainability, culture, and purpose into something practical and scalable.

As a signature sponsor of the event, FedEx also presented the “FedEx Global Possibilities” award, which recognizes the company with the greatest potential to generate connections with international markets, to Lula Pak, from Ecuador. Lula Pak presented their Q’ipi reusable bag, named after the language of the Tsáchila indigenous people who live in Ecuador to highlight the company’s identity and connection to Amazonian cultures. The product is lightweight, waterproof and foldable, with a variety of colorful designs to support nonprofits with social, animal and sustainable engagement.

Rakesh Shalia, Vice President of Marketing, Communications and Customer Experience for FedEx Latin America and the Caribbean, spoke about the importance of the competition and the award, “At FedEx, we see entrepreneurship as a force for good: it drives change, builds communities, and opens up the world. Through the FedEx Global Possibilities Award, we support bold young thinkers and equip them to take their ideas beyond borders. Backing up the next generation of business leaders is not just part of our purpose. It is how we help shape a smarter, more connected future.”

But beyond the awards, what stood out most was transformation.

Gabriel Guerrero of Sacky JA captured it best: “This program is almost hard to believe – sometimes, I still can’t. It’s the kind of experience you don’t live twice. It completely changed how I see the world – and how I see myself. I’m not the same person I was a year ago. And that’s thanks to this project.”

That shift, from student to confident entrepreneur, is the true impact of this experience.

The competition was part of a historic week for Junior Achievement, which also convened more than 530 leaders from 75 countries to explore the future of work and innovation. Together, students, educators, business mentors, and global executives shared one belief: when young people are given real-world platforms, they rise to the occasion.

As a company committed to empowering entrepreneurs, we are proud to support programs that move beyond theory and into action, where students build companies, test ideas in the marketplace, and develop the resilience and leadership skills that last a lifetime.

Click here to learn about FedEx Cares, our global community engagement program.

Regulatory frameworks for sustainability are shifting, shaped by geopolitical volatility, economic uncertainty and growing public demand for transparency. Jurisdictions are responding in kind with diverging approaches.

For business leaders, navigating this patchwork of ESG regulations can be challenging. The lack of harmonized standards across jurisdictions increases the risk of engaging in greenwashing — overstating your company’s sustainability efforts — even inadvertently. How can you help ensure your organization maintains credibility and compliance, no matter where it operates?

This year’s greenwashing report from KPMG surveys 28 jurisdictions around the world, comparing the latest jurisdictional developments on everything from targeted legislative measures to broader regulatory frameworks to notable enforcement cases. Featuring a mix of jurisdiction-specific detail, sector-focused insight and trend-driven commentary, the report is designed to give leaders greater confidence when planning their organizational policies around sustainability.

The challenge of greenwashing: an international regulatory overview
Stay up to date on ESG developments from around the world.
Download the report

As ESG regulations evolve unevenly across jurisdictions, the global framework has become increasingly fragmented, creating inconsistencies and grey areas … A lack of clear standards around ESG disclosures can often lead to confusion, inconsistent reporting or deliberate vagueness.

Pilar Galán, Partner, Head of Financial Services, KPMG Spain and Legal Lead, Global ESG, KPMG International

How are different jurisdictions approaching greenwashing?

European Union

By Janine Firpo Invest for Better and Sheconomy

What happens when women shape capital at scale? ​We are living through the largest intergenerational wealth transfer in history. Over the next two decades, an estimated $84 trillion will change hands. A defining feature of this transition is that women are expected to control a majority of that capital through inheritance, earnings, entrepreneurship, and leadership.

At the same time, the global economy is confronting climate instability, widening health gaps, and technological disruption. The systems we depend on are under pressure. The question is not simply how much capital is moving, but what that capital will prioritize.

For most of modern financial history, women had limited influence over capital allocation, not because of a lack of capability or ambition, but because of structural exclusion. Representation in venture capital, corporate boards, asset management, and economic policy has improved, but remains uneven. Markets evolved largely without women’s full economic voice. That absence shaped outcomes.

Today, the landscape is changing. Women are inheriting wealth, founding companies, leading institutions, and participating more actively in investment decisions. Yet global economic equality remains far from guaranteed. Economic equality will not arrive automatically. It must be built, and that is precisely why this moment matters.

Read Janine’s full article here – https://greenmoney.com/sheconomy-what-happens-when-womens-financial-power-shapes-the-economy

 

=======

Originally published on newsroom.marykay.com

We can all agree that no matter what industry you work in, trust is built long before a product ever reaches a customer’s hands. In the beauty industry especially, behind every lipstick, skincare formula, and fragrance is a complex system of quality checks, documentation, and manufacturing discipline designed to ensure product quality and consumer safety.

Two crucial initiatives are emerging to safeguard cosmetic excellence: the Food and Drug Administration’s (FDA) Modernization of Cosmetics Regulation Act (MoCRA) and the ISO 22716 certification. Building on existing safety standards and practices, MoCRA has taken cosmetics regulations to the next level in the U.S., by creating a comprehensive and cohesive national framework for cosmetics to provide the safety reassurances that consumers expect and deserve. ISO 22716 is the international standard for Good Manufacturing Practices (GMP) for Cosmetics, providing guidelines for the production, control, storage, and shipment of cosmetic products with a focus on safety and quality throughout the cosmetic production process.

Mary Kay is proud to celebrate its recent “ISO 22716 Certification” the gold standard for “Good Manufacturing Practices” recognizing the company’s long-standing commitment to product quality and safety.

Tim Parrent, Senior Manager of Corporate Quality Systems with Mary Kay Inc. (Image Courtesy: Tim Parrent)

We recently visited Mary Kay’s state-of-the-art Richard R. Rogers Manufacturing and R&D Center (R3) in Lewisville, Texas and chat with Mary Kay’s Tim Parrent, Senior Manager of Corporate Quality, to catch up on all things ISO 22716 and GMP. Tim is also an industry expert and ISO 22716 Technical Advisory Group member. The Richard R. Rogers Manufacturing and R&D Center features 21 product-packaging lines with the combined capability to produce up to 1 million units per day. Nearly 60% of products manufactured at R3 are exported to Mary Kay’s international markets.

Nichole Jones, Mary Kay’s Vice-President of Manufacturing for North America and Mike Triggs, Mary Kay’s Vice President of Product Quality. (Image Courtesy: Mary Kay Inc.)

Question: Tim tell us a bit about you. Why do you love your job?

Answer: I work in the Supply Chain Group at Mary Kay leading the Corporate Quality function responsible for global governance and compliance, supplier quality management, culture of quality and external engagement. I love that my job is different every day and I work with many talented Mary Kay colleagues at R3 and from around the world as well as industry Quality leaders and regulators via external engagement activities.

Q: In today’s beauty industry, product safety, and consumer trust matter more than ever. Mary Kay is often mentioned as a leader in quality. Let’s start with the big question. Why did Mary Kay pursue ISO 22716 certification?

A: At Mary Kay, product safety and quality are part of our culture and of how we operate. ISO 22716 is the internationally recognized Good Manufacturing Practices standard for cosmetics, and it gave us a globally respected way to demonstrate what we already do: manufacture quality products with care, consistency, and accountability from raw materials to finished goods.

Q: For readers who are not regulatory experts, what exactly is ISO 22716 in simple terms?

A: Think of ISO 22716 as a handbook for making cosmetics the right way. It covers how we manage our facilities, train our teams, control ingredients, document every batch, and ensure products are safe before they ever reach a customer. It’s not just about rules; it’s about building quality into every step of the process.

Q: The beauty industry is talking a lot about MoCRA right now. How does ISO 22716 connect to the new U.S. cosmetics regulations?

A: That’s a great question. The Modernization of Cosmetics Regulation Act, or MoCRA, requires FDA to issue mandatory Good Manufacturing Practices to the U.S. cosmetics industry for the first time. ISO 22716 is indeed viewed as the global benchmark for cosmetic GMP, so being certified by an accredited certification body positions us very well. It means our systems, documentation, and controls are already compliant with where regulations are heading.

Q: How does ISO 22716 certification support Mary Kay’s manufacturing operations?

A: It strengthens discipline and transparency. Every batch is traceable. Every process is documented. Every employee understands their role in protecting product quality. If there’s ever a question about a product, we can quickly see where ingredients came from, how the product was made, and where it was shipped. That level of clarity benefits everyone, consumers, and regulators and of course product manufacturers are held accountable for business excellence when it comes to product quality and safety.

Q: Why should consumers care that Mary Kay is ISO 22716 certified?

A: Because it’s about confidence and trust. Today, Mary Kay is present in more than 40 markets worldwide and recognized as one of the world’s most beloved consumer brands. We have ranked as the #1 Direct Selling Brand of Skin Care and Color Cosmetics in the World for three consecutive years¹, and when our customers use a Mary Kay product, they trust us with their skin and their well-being. ISO 22716 certification is an endorsement of our quality practices, which are aligned with rigorous international expectations. It’s another way of saying, “We take product quality and safety very seriously.”

Q: ISO standards can sometimes sound technical or bureaucratic. Is there a human side to this certification? (Tell us about the importance of teamwork and quality culture in manufacturing?)

A: Absolutely. At its heart, ISO 22716 is about people doing things the right way, every day. It’s about training our teams, empowering them to speak up if something doesn’t look right, and creating a culture where quality is everyone’s responsibility. That human commitment to excellence is a vital factor in the standard.

Q: How does this certification support Mary Kay’s global presence?

A: We operate in over 40 markets around the world, and ISO 22716 is recognized across regions. That common standard helps ensure consistency, whether a product is made for North America, Europe, or elsewhere. It also helps our partners, regulators, and customers understand that our quality expectations don’t change from country to country. Mary Kay Ash built her company on the Golden Rule: “Do unto others as you would have them do unto you,” and we carry her torch in everything we do – with care, love, and excellence.

Q: Finally, what message would you like people to take away from Mary Kay’s ISO 22716 certification?

A: I would love our readers and consumers to know that quality is not a checkbox for us – it is a promise. ISO 22716 certification is one more way we show our long-term commitment to safe, reliable, and responsibly made beauty products. As regulations evolve with a focus on protecting public health, we’re proud to lead with transparency, preparedness, and care.

Q: What inspires you when thinking about the future?

In the beauty industry, entering a new era of regulation and accountability, Mary Kay’s ISO 22716 certification highlights how global standards, strong culture of quality, and consumer trust can come together to shape the future of cosmetics. We are very excited about what lies ahead for our iconic brand!

Did You Know:

• MoCRA — the Modernization of Cosmetics Regulation Act of 2022 — is the first major U.S. cosmetic regulatory reform since 1938. It significantly expands FDA authority over cosmetic products sold in the United States. Before MoCRA, cosmetic GMP compliance in the U.S. was largely voluntary and based on guidance.
• ISO – Founded in 1946 as a non-governmental organization, the International Organization for Standardization brings global experts together from 175 countries to agree on the “best way of doing things, for anything from making a product to managing a process.”

ISO 22716 CERTIFICATION IN A NUTSHELL:

• Focuses on safety and quality throughout the entire lifecycle of the cosmetic manufacturing process.
• Requires documented instructions and procedures as well as records to promote consistent quality.
• Ensures products are manufactured in a safe, controlled, and well-documented manner allowing for easy traceability and quick response to issues.
• Shows commitment to global GMP expectations, not just U.S. regulatory compliance.

Learn more about Mary Kay and our products here.

***

About Mary Kay

One of the original glass ceiling breakers, Mary Kay Ash founded her dream beauty brand in Texas in 1963 with one goal: to enrich women’s lives. Learn more at marykayglobal.com. Find us on Facebook, Instagram, and LinkedIn, or follow us on X.

# # #

Mary Kay Inc. Corporate Communications
newsroom.marykay.com
 

¹ “Source Euromonitor International Limited; Beauty and Personal Care 2025Edition, value sales at RSP, 2024 data”

Originally published on newsroom.marykay.com

We can all agree that no matter what industry you work in, trust is built long before a product ever reaches a customer’s hands. In the beauty industry especially, behind every lipstick, skincare formula, and fragrance is a complex system of quality checks, documentation, and manufacturing discipline designed to ensure product quality and consumer safety.

Two crucial initiatives are emerging to safeguard cosmetic excellence: the Food and Drug Administration’s (FDA) Modernization of Cosmetics Regulation Act (MoCRA) and the ISO 22716 certification. Building on existing safety standards and practices, MoCRA has taken cosmetics regulations to the next level in the U.S., by creating a comprehensive and cohesive national framework for cosmetics to provide the safety reassurances that consumers expect and deserve. ISO 22716 is the international standard for Good Manufacturing Practices (GMP) for Cosmetics, providing guidelines for the production, control, storage, and shipment of cosmetic products with a focus on safety and quality throughout the cosmetic production process.

Mary Kay is proud to celebrate its recent “ISO 22716 Certification” the gold standard for “Good Manufacturing Practices” recognizing the company’s long-standing commitment to product quality and safety.

Tim Parrent, Senior Manager of Corporate Quality Systems with Mary Kay Inc. (Image Courtesy: Tim Parrent)

We recently visited Mary Kay’s state-of-the-art Richard R. Rogers Manufacturing and R&D Center (R3) in Lewisville, Texas and chat with Mary Kay’s Tim Parrent, Senior Manager of Corporate Quality, to catch up on all things ISO 22716 and GMP. Tim is also an industry expert and ISO 22716 Technical Advisory Group member. The Richard R. Rogers Manufacturing and R&D Center features 21 product-packaging lines with the combined capability to produce up to 1 million units per day. Nearly 60% of products manufactured at R3 are exported to Mary Kay’s international markets.

Nichole Jones, Mary Kay’s Vice-President of Manufacturing for North America and Mike Triggs, Mary Kay’s Vice President of Product Quality. (Image Courtesy: Mary Kay Inc.)

Question: Tim tell us a bit about you. Why do you love your job?

Answer: I work in the Supply Chain Group at Mary Kay leading the Corporate Quality function responsible for global governance and compliance, supplier quality management, culture of quality and external engagement. I love that my job is different every day and I work with many talented Mary Kay colleagues at R3 and from around the world as well as industry Quality leaders and regulators via external engagement activities.

Q: In today’s beauty industry, product safety, and consumer trust matter more than ever. Mary Kay is often mentioned as a leader in quality. Let’s start with the big question. Why did Mary Kay pursue ISO 22716 certification?

A: At Mary Kay, product safety and quality are part of our culture and of how we operate. ISO 22716 is the internationally recognized Good Manufacturing Practices standard for cosmetics, and it gave us a globally respected way to demonstrate what we already do: manufacture quality products with care, consistency, and accountability from raw materials to finished goods.

Q: For readers who are not regulatory experts, what exactly is ISO 22716 in simple terms?

A: Think of ISO 22716 as a handbook for making cosmetics the right way. It covers how we manage our facilities, train our teams, control ingredients, document every batch, and ensure products are safe before they ever reach a customer. It’s not just about rules; it’s about building quality into every step of the process.

Q: The beauty industry is talking a lot about MoCRA right now. How does ISO 22716 connect to the new U.S. cosmetics regulations?

A: That’s a great question. The Modernization of Cosmetics Regulation Act, or MoCRA, requires FDA to issue mandatory Good Manufacturing Practices to the U.S. cosmetics industry for the first time. ISO 22716 is indeed viewed as the global benchmark for cosmetic GMP, so being certified by an accredited certification body positions us very well. It means our systems, documentation, and controls are already compliant with where regulations are heading.

Q: How does ISO 22716 certification support Mary Kay’s manufacturing operations?

A: It strengthens discipline and transparency. Every batch is traceable. Every process is documented. Every employee understands their role in protecting product quality. If there’s ever a question about a product, we can quickly see where ingredients came from, how the product was made, and where it was shipped. That level of clarity benefits everyone, consumers, and regulators and of course product manufacturers are held accountable for business excellence when it comes to product quality and safety.

Q: Why should consumers care that Mary Kay is ISO 22716 certified?

A: Because it’s about confidence and trust. Today, Mary Kay is present in more than 40 markets worldwide and recognized as one of the world’s most beloved consumer brands. We have ranked as the #1 Direct Selling Brand of Skin Care and Color Cosmetics in the World for three consecutive years¹, and when our customers use a Mary Kay product, they trust us with their skin and their well-being. ISO 22716 certification is an endorsement of our quality practices, which are aligned with rigorous international expectations. It’s another way of saying, “We take product quality and safety very seriously.”

Q: ISO standards can sometimes sound technical or bureaucratic. Is there a human side to this certification? (Tell us about the importance of teamwork and quality culture in manufacturing?)

A: Absolutely. At its heart, ISO 22716 is about people doing things the right way, every day. It’s about training our teams, empowering them to speak up if something doesn’t look right, and creating a culture where quality is everyone’s responsibility. That human commitment to excellence is a vital factor in the standard.

Q: How does this certification support Mary Kay’s global presence?

A: We operate in over 40 markets around the world, and ISO 22716 is recognized across regions. That common standard helps ensure consistency, whether a product is made for North America, Europe, or elsewhere. It also helps our partners, regulators, and customers understand that our quality expectations don’t change from country to country. Mary Kay Ash built her company on the Golden Rule: “Do unto others as you would have them do unto you,” and we carry her torch in everything we do – with care, love, and excellence.

Q: Finally, what message would you like people to take away from Mary Kay’s ISO 22716 certification?

A: I would love our readers and consumers to know that quality is not a checkbox for us – it is a promise. ISO 22716 certification is one more way we show our long-term commitment to safe, reliable, and responsibly made beauty products. As regulations evolve with a focus on protecting public health, we’re proud to lead with transparency, preparedness, and care.

Q: What inspires you when thinking about the future?

In the beauty industry, entering a new era of regulation and accountability, Mary Kay’s ISO 22716 certification highlights how global standards, strong culture of quality, and consumer trust can come together to shape the future of cosmetics. We are very excited about what lies ahead for our iconic brand!

Did You Know:

• MoCRA — the Modernization of Cosmetics Regulation Act of 2022 — is the first major U.S. cosmetic regulatory reform since 1938. It significantly expands FDA authority over cosmetic products sold in the United States. Before MoCRA, cosmetic GMP compliance in the U.S. was largely voluntary and based on guidance.
• ISO – Founded in 1946 as a non-governmental organization, the International Organization for Standardization brings global experts together from 175 countries to agree on the “best way of doing things, for anything from making a product to managing a process.”

ISO 22716 CERTIFICATION IN A NUTSHELL:

• Focuses on safety and quality throughout the entire lifecycle of the cosmetic manufacturing process.
• Requires documented instructions and procedures as well as records to promote consistent quality.
• Ensures products are manufactured in a safe, controlled, and well-documented manner allowing for easy traceability and quick response to issues.
• Shows commitment to global GMP expectations, not just U.S. regulatory compliance.

Learn more about Mary Kay and our products here.

***

About Mary Kay

One of the original glass ceiling breakers, Mary Kay Ash founded her dream beauty brand in Texas in 1963 with one goal: to enrich women’s lives. Learn more at marykayglobal.com. Find us on Facebook, Instagram, and LinkedIn, or follow us on X.

# # #

Mary Kay Inc. Corporate Communications
newsroom.marykay.com
 

¹ “Source Euromonitor International Limited; Beauty and Personal Care 2025Edition, value sales at RSP, 2024 data”

Originally published on newsroom.marykay.com

We can all agree that no matter what industry you work in, trust is built long before a product ever reaches a customer’s hands. In the beauty industry especially, behind every lipstick, skincare formula, and fragrance is a complex system of quality checks, documentation, and manufacturing discipline designed to ensure product quality and consumer safety.

Two crucial initiatives are emerging to safeguard cosmetic excellence: the Food and Drug Administration’s (FDA) Modernization of Cosmetics Regulation Act (MoCRA) and the ISO 22716 certification. Building on existing safety standards and practices, MoCRA has taken cosmetics regulations to the next level in the U.S., by creating a comprehensive and cohesive national framework for cosmetics to provide the safety reassurances that consumers expect and deserve. ISO 22716 is the international standard for Good Manufacturing Practices (GMP) for Cosmetics, providing guidelines for the production, control, storage, and shipment of cosmetic products with a focus on safety and quality throughout the cosmetic production process.

Mary Kay is proud to celebrate its recent “ISO 22716 Certification” the gold standard for “Good Manufacturing Practices” recognizing the company’s long-standing commitment to product quality and safety.

Tim Parrent, Senior Manager of Corporate Quality Systems with Mary Kay Inc. (Image Courtesy: Tim Parrent)

We recently visited Mary Kay’s state-of-the-art Richard R. Rogers Manufacturing and R&D Center (R3) in Lewisville, Texas and chat with Mary Kay’s Tim Parrent, Senior Manager of Corporate Quality, to catch up on all things ISO 22716 and GMP. Tim is also an industry expert and ISO 22716 Technical Advisory Group member. The Richard R. Rogers Manufacturing and R&D Center features 21 product-packaging lines with the combined capability to produce up to 1 million units per day. Nearly 60% of products manufactured at R3 are exported to Mary Kay’s international markets.

Nichole Jones, Mary Kay’s Vice-President of Manufacturing for North America and Mike Triggs, Mary Kay’s Vice President of Product Quality. (Image Courtesy: Mary Kay Inc.)

Question: Tim tell us a bit about you. Why do you love your job?

Answer: I work in the Supply Chain Group at Mary Kay leading the Corporate Quality function responsible for global governance and compliance, supplier quality management, culture of quality and external engagement. I love that my job is different every day and I work with many talented Mary Kay colleagues at R3 and from around the world as well as industry Quality leaders and regulators via external engagement activities.

Q: In today’s beauty industry, product safety, and consumer trust matter more than ever. Mary Kay is often mentioned as a leader in quality. Let’s start with the big question. Why did Mary Kay pursue ISO 22716 certification?

A: At Mary Kay, product safety and quality are part of our culture and of how we operate. ISO 22716 is the internationally recognized Good Manufacturing Practices standard for cosmetics, and it gave us a globally respected way to demonstrate what we already do: manufacture quality products with care, consistency, and accountability from raw materials to finished goods.

Q: For readers who are not regulatory experts, what exactly is ISO 22716 in simple terms?

A: Think of ISO 22716 as a handbook for making cosmetics the right way. It covers how we manage our facilities, train our teams, control ingredients, document every batch, and ensure products are safe before they ever reach a customer. It’s not just about rules; it’s about building quality into every step of the process.

Q: The beauty industry is talking a lot about MoCRA right now. How does ISO 22716 connect to the new U.S. cosmetics regulations?

A: That’s a great question. The Modernization of Cosmetics Regulation Act, or MoCRA, requires FDA to issue mandatory Good Manufacturing Practices to the U.S. cosmetics industry for the first time. ISO 22716 is indeed viewed as the global benchmark for cosmetic GMP, so being certified by an accredited certification body positions us very well. It means our systems, documentation, and controls are already compliant with where regulations are heading.

Q: How does ISO 22716 certification support Mary Kay’s manufacturing operations?

A: It strengthens discipline and transparency. Every batch is traceable. Every process is documented. Every employee understands their role in protecting product quality. If there’s ever a question about a product, we can quickly see where ingredients came from, how the product was made, and where it was shipped. That level of clarity benefits everyone, consumers, and regulators and of course product manufacturers are held accountable for business excellence when it comes to product quality and safety.

Q: Why should consumers care that Mary Kay is ISO 22716 certified?

A: Because it’s about confidence and trust. Today, Mary Kay is present in more than 40 markets worldwide and recognized as one of the world’s most beloved consumer brands. We have ranked as the #1 Direct Selling Brand of Skin Care and Color Cosmetics in the World for three consecutive years¹, and when our customers use a Mary Kay product, they trust us with their skin and their well-being. ISO 22716 certification is an endorsement of our quality practices, which are aligned with rigorous international expectations. It’s another way of saying, “We take product quality and safety very seriously.”

Q: ISO standards can sometimes sound technical or bureaucratic. Is there a human side to this certification? (Tell us about the importance of teamwork and quality culture in manufacturing?)

A: Absolutely. At its heart, ISO 22716 is about people doing things the right way, every day. It’s about training our teams, empowering them to speak up if something doesn’t look right, and creating a culture where quality is everyone’s responsibility. That human commitment to excellence is a vital factor in the standard.

Q: How does this certification support Mary Kay’s global presence?

A: We operate in over 40 markets around the world, and ISO 22716 is recognized across regions. That common standard helps ensure consistency, whether a product is made for North America, Europe, or elsewhere. It also helps our partners, regulators, and customers understand that our quality expectations don’t change from country to country. Mary Kay Ash built her company on the Golden Rule: “Do unto others as you would have them do unto you,” and we carry her torch in everything we do – with care, love, and excellence.

Q: Finally, what message would you like people to take away from Mary Kay’s ISO 22716 certification?

A: I would love our readers and consumers to know that quality is not a checkbox for us – it is a promise. ISO 22716 certification is one more way we show our long-term commitment to safe, reliable, and responsibly made beauty products. As regulations evolve with a focus on protecting public health, we’re proud to lead with transparency, preparedness, and care.

Q: What inspires you when thinking about the future?

In the beauty industry, entering a new era of regulation and accountability, Mary Kay’s ISO 22716 certification highlights how global standards, strong culture of quality, and consumer trust can come together to shape the future of cosmetics. We are very excited about what lies ahead for our iconic brand!

Did You Know:

• MoCRA — the Modernization of Cosmetics Regulation Act of 2022 — is the first major U.S. cosmetic regulatory reform since 1938. It significantly expands FDA authority over cosmetic products sold in the United States. Before MoCRA, cosmetic GMP compliance in the U.S. was largely voluntary and based on guidance.
• ISO – Founded in 1946 as a non-governmental organization, the International Organization for Standardization brings global experts together from 175 countries to agree on the “best way of doing things, for anything from making a product to managing a process.”

ISO 22716 CERTIFICATION IN A NUTSHELL:

• Focuses on safety and quality throughout the entire lifecycle of the cosmetic manufacturing process.
• Requires documented instructions and procedures as well as records to promote consistent quality.
• Ensures products are manufactured in a safe, controlled, and well-documented manner allowing for easy traceability and quick response to issues.
• Shows commitment to global GMP expectations, not just U.S. regulatory compliance.

Learn more about Mary Kay and our products here.

***

About Mary Kay

One of the original glass ceiling breakers, Mary Kay Ash founded her dream beauty brand in Texas in 1963 with one goal: to enrich women’s lives. Learn more at marykayglobal.com. Find us on Facebook, Instagram, and LinkedIn, or follow us on X.

# # #

Mary Kay Inc. Corporate Communications
newsroom.marykay.com
 

¹ “Source Euromonitor International Limited; Beauty and Personal Care 2025Edition, value sales at RSP, 2024 data”

Opinion: Despite advances in prevention and treatment, lung cancer remains the world’s deadliest cancer largely because it is often detected too late. Strengthening local diagnostic capacity is one of the most effective ways to reduce the global burden of lung cancer.

Originally published on Devex.com

By Catharine Grimes, Raymond Osarogiagbon // 16 March 2026

Lung cancer remains the leading cause of cancer death worldwide. According to the World Health Organization, lung cancer was responsible for 1.8 million deaths — 18% of cancer deaths — in 2020 alone. Despite these staggering numbers, lung cancer often receives less attention than other cancers, particularly in low- and middle-income countries.

While tobacco remains a major driver of lung cancer, there are other known and unknown risk factors. For example, emerging information shows rising cases linked to air pollution and other environmental factors. Adenocarcinoma — a cancer that starts in the gland cells of the lungs — now accounts for nearly 46% of lung cancer cases in men and 60% in women globally, reflecting these shifts in the disease’s risk profile.

For decades, the narrative was one of inevitability and despair. Today, that is rapidly changing in high-income countries. Advances in prevention, early detection, and treatment are rewriting the story — but only if we act with urgency and with the lens of global health equity at the forefront.

In the United States, the five-year survival rate for lung cancer has improved to nearly 30%, representing a 26% increase over the past five years, based on the latest surveillance, epidemiology, and end results, or SEER, database. Yet fewer than one-third of cases are diagnosed at an early stage, when five-year survival can reach about 60%. Evidence from long-term studies shows that lung cancers detected through low-dose CT screening can achieve survival rates of 80% or higher over 20 years. These numbers underscore a simple truth: Early diagnosis saves lives.

Lessons from Africa: Local capacity, global relevance

The challenge is even greater in sub-Saharan Africa, where lung cancer often remains underdiagnosed due to symptom overlap with infectious diseases such as tuberculosis, or TB, and limited diagnostic capacity.

As a result, lung cancer cases are frequently misclassified as tuberculosis, or never recorded at all — creating the false impression of low burden while delaying care and eliminating opportunities for early intervention.

The Bristol Myers Squibb Foundation, or BMS Foundation, in partnership with organizations such as the International Association for the Study of Lung Cancer, or IASLC, is working to change this reality in different regions and through different partners.

By integrating lung cancer screening into TB programs, training local health care workers, and leveraging existing HIV diagnostic frameworks for cancer care pathways, we can build sustainable solutions. With the collaboration of local ministries of health, it can then be scaled across the African continent.

“A world where no one dies needlessly from lung cancer is achievable — but only if we stop missing the disease in the first place. Early diagnosis, supported by strong local systems, is what turns lung cancer from a death sentence into a survivable condition.”

— Dr. Raymond Osarogiagbon, chief scientist, Baptist Memorial Health Care Corporation

During a recent BMS Foundation visit to Africa, team members witnessed firsthand the impact of strategic partnerships, including increasing the number of early diagnoses and decreasing travel time for cancer care. These programs demonstrate that sustainable solutions are possible when philanthropy, governments, and local health systems work together.

“Equity in lung cancer care starts with an early diagnosis. When we invest in local capacity and sustainable health systems, we give communities the tools to detect disease sooner — and the chance to save more lives,” said Catharine Grimes, president of the BMS Foundation.

Sustainability and local ownership

Making a lasting impact on global health requires local commitment and empowerment through project ownership. Philanthropy can catalyze progress, but local governments and communities must lead and sustain.

At the BMS Foundation, workforce development is supported through training to help establish health systems that endure. As learned from the success of HIV/AIDS programs, investments in infrastructure and community efforts create ripple effects that strengthen entire health systems. The same approach can accelerate lung cancer control — if sustainability is prioritized from the start.

Lung cancer care is not a single intervention — it is a continuum. From imaging and biopsy to staging, referral, and treatment planning, progress depends on coordination across specialties, facilities, and data systems.

In resource-constrained settings, these links are often the weakest point. Strategic philanthropy plays a critical role by strengthening the connective tissue of health systems — supporting workforce development, diagnostic pathways, and data infrastructure so early diagnosis becomes routine rather than exceptional.

Lessons learned: What works in practice

Drawing from experience, several practical strategies have emerged for reducing lung cancer mortality:

• Integrate early detection into existing care pathways: Rather than relying solely on formal screening programs, embed lung cancer suspicion and referral into TB and HIV clinics — where patients already seek care and systems already exist.

• ​Invest in local workforce development: Prioritize training and retaining local health professionals to ensure sustainability and culturally relevant care.

• Build data where none exists: Support clinicians and health systems to collect, stage, and track lung cancer cases locally — making patients visible in the evidence base that shapes clinical guidelines, investment decisions, and policy.

• Foster cross-sector partnerships: Collaborate with governments, nongovernmental organizations, or NGOs, and the private sector to pool resources, share expertise, and scale what works.

• Design for real-world constraints: In settings where imaging, pathology, and specialist care are limited, pragmatic adaptations — not idealized models — are essential to achieving earlier diagnosis and sustainable impact.

A call to action: From evidence to impact

These efforts in Africa are not peripheral to the global lung cancer fight — they are central to it. By confronting underdiagnosis, strengthening diagnostic pathways, and generating local data in resource-constrained settings, partners are testing approaches that can inform lung cancer control everywhere. What works in the most complex environments often proves adaptable, scalable, and resilient across health systems worldwide.

We are at a pivotal moment. The tools to transform lung cancer outcomes exist, and now is the time for funders, governments, practitioners, and the entire global health community to act. Prioritize early detection, invest in local capacity, and share lessons learned across borders. Sustainable progress against lung cancer will require bold partnerships and collaborations, data-driven strategies, and a commitment to equity.

Our vision is bold but achievable: A world where no one dies needlessly from lung cancer, regardless of geography. By combining scientific rigor, local leadership, and global solidarity, we can turn the tide against lung cancer — one community at a time.

Visit the Bristol Myers Squibb Foundation website for more information on the Multinational Lung Cancer Control Program, or MLCCP, and how it is poised to bridge critical gaps in care.

The views in this opinion piece do not necessarily reflect Devex’s editorial views.

About the authors

Catharine Grimes

Catharine Grimes serves as president of the Bristol Myers Squibb Foundation, an independent charitable organization committed to improving global health by strengthening local health systems. With more than 30 years of experience in the pharmaceutical and health care sector, she leads the foundation’s efforts across adult cancers, pediatric cancers and blood disorders, brain health, and clinical trials. Under Catharine’s leadership, the BMS Foundation focuses on capacity building and health systems strengthening programs, working with grantee partners to expand access to care and advance sustainable, community‑driven solutions for patients around the world.

Raymond Osarogiagbon

Dr. Raymond Osarogiagbon is the chief scientist at the Baptist Memorial Health Care Corporation, director of the Multidisciplinary Thoracic Oncology Program at the Baptist Cancer Center in Memphis, Tennessee, and research professor at Vanderbilt University. He is the principal investigator of the Baptist Memorial Health Care/Mid-South National Community Oncology Research Program; a member of the steering committee of the National Lung Cancer Roundtable, vice chair of the IASLC Staging and Prognostic Factors Group, and a member of the Fleischner Society. His research interest is in decreasing population-level lung cancer mortality by improving health care systems in diverse environments.
 

Opinion: Despite advances in prevention and treatment, lung cancer remains the world’s deadliest cancer largely because it is often detected too late. Strengthening local diagnostic capacity is one of the most effective ways to reduce the global burden of lung cancer.

Originally published on Devex.com

By Catharine Grimes, Raymond Osarogiagbon // 16 March 2026

Lung cancer remains the leading cause of cancer death worldwide. According to the World Health Organization, lung cancer was responsible for 1.8 million deaths — 18% of cancer deaths — in 2020 alone. Despite these staggering numbers, lung cancer often receives less attention than other cancers, particularly in low- and middle-income countries.

While tobacco remains a major driver of lung cancer, there are other known and unknown risk factors. For example, emerging information shows rising cases linked to air pollution and other environmental factors. Adenocarcinoma — a cancer that starts in the gland cells of the lungs — now accounts for nearly 46% of lung cancer cases in men and 60% in women globally, reflecting these shifts in the disease’s risk profile.

For decades, the narrative was one of inevitability and despair. Today, that is rapidly changing in high-income countries. Advances in prevention, early detection, and treatment are rewriting the story — but only if we act with urgency and with the lens of global health equity at the forefront.

In the United States, the five-year survival rate for lung cancer has improved to nearly 30%, representing a 26% increase over the past five years, based on the latest surveillance, epidemiology, and end results, or SEER, database. Yet fewer than one-third of cases are diagnosed at an early stage, when five-year survival can reach about 60%. Evidence from long-term studies shows that lung cancers detected through low-dose CT screening can achieve survival rates of 80% or higher over 20 years. These numbers underscore a simple truth: Early diagnosis saves lives.

Lessons from Africa: Local capacity, global relevance

The challenge is even greater in sub-Saharan Africa, where lung cancer often remains underdiagnosed due to symptom overlap with infectious diseases such as tuberculosis, or TB, and limited diagnostic capacity.

As a result, lung cancer cases are frequently misclassified as tuberculosis, or never recorded at all — creating the false impression of low burden while delaying care and eliminating opportunities for early intervention.

The Bristol Myers Squibb Foundation, or BMS Foundation, in partnership with organizations such as the International Association for the Study of Lung Cancer, or IASLC, is working to change this reality in different regions and through different partners.

By integrating lung cancer screening into TB programs, training local health care workers, and leveraging existing HIV diagnostic frameworks for cancer care pathways, we can build sustainable solutions. With the collaboration of local ministries of health, it can then be scaled across the African continent.

“A world where no one dies needlessly from lung cancer is achievable — but only if we stop missing the disease in the first place. Early diagnosis, supported by strong local systems, is what turns lung cancer from a death sentence into a survivable condition.”

— Dr. Raymond Osarogiagbon, chief scientist, Baptist Memorial Health Care Corporation

During a recent BMS Foundation visit to Africa, team members witnessed firsthand the impact of strategic partnerships, including increasing the number of early diagnoses and decreasing travel time for cancer care. These programs demonstrate that sustainable solutions are possible when philanthropy, governments, and local health systems work together.

“Equity in lung cancer care starts with an early diagnosis. When we invest in local capacity and sustainable health systems, we give communities the tools to detect disease sooner — and the chance to save more lives,” said Catharine Grimes, president of the BMS Foundation.

Sustainability and local ownership

Making a lasting impact on global health requires local commitment and empowerment through project ownership. Philanthropy can catalyze progress, but local governments and communities must lead and sustain.

At the BMS Foundation, workforce development is supported through training to help establish health systems that endure. As learned from the success of HIV/AIDS programs, investments in infrastructure and community efforts create ripple effects that strengthen entire health systems. The same approach can accelerate lung cancer control — if sustainability is prioritized from the start.

Lung cancer care is not a single intervention — it is a continuum. From imaging and biopsy to staging, referral, and treatment planning, progress depends on coordination across specialties, facilities, and data systems.

In resource-constrained settings, these links are often the weakest point. Strategic philanthropy plays a critical role by strengthening the connective tissue of health systems — supporting workforce development, diagnostic pathways, and data infrastructure so early diagnosis becomes routine rather than exceptional.

Lessons learned: What works in practice

Drawing from experience, several practical strategies have emerged for reducing lung cancer mortality:

• Integrate early detection into existing care pathways: Rather than relying solely on formal screening programs, embed lung cancer suspicion and referral into TB and HIV clinics — where patients already seek care and systems already exist.

• ​Invest in local workforce development: Prioritize training and retaining local health professionals to ensure sustainability and culturally relevant care.

• Build data where none exists: Support clinicians and health systems to collect, stage, and track lung cancer cases locally — making patients visible in the evidence base that shapes clinical guidelines, investment decisions, and policy.

• Foster cross-sector partnerships: Collaborate with governments, nongovernmental organizations, or NGOs, and the private sector to pool resources, share expertise, and scale what works.

• Design for real-world constraints: In settings where imaging, pathology, and specialist care are limited, pragmatic adaptations — not idealized models — are essential to achieving earlier diagnosis and sustainable impact.

A call to action: From evidence to impact

These efforts in Africa are not peripheral to the global lung cancer fight — they are central to it. By confronting underdiagnosis, strengthening diagnostic pathways, and generating local data in resource-constrained settings, partners are testing approaches that can inform lung cancer control everywhere. What works in the most complex environments often proves adaptable, scalable, and resilient across health systems worldwide.

We are at a pivotal moment. The tools to transform lung cancer outcomes exist, and now is the time for funders, governments, practitioners, and the entire global health community to act. Prioritize early detection, invest in local capacity, and share lessons learned across borders. Sustainable progress against lung cancer will require bold partnerships and collaborations, data-driven strategies, and a commitment to equity.

Our vision is bold but achievable: A world where no one dies needlessly from lung cancer, regardless of geography. By combining scientific rigor, local leadership, and global solidarity, we can turn the tide against lung cancer — one community at a time.

Visit the Bristol Myers Squibb Foundation website for more information on the Multinational Lung Cancer Control Program, or MLCCP, and how it is poised to bridge critical gaps in care.

The views in this opinion piece do not necessarily reflect Devex’s editorial views.

About the authors

Catharine Grimes

Catharine Grimes serves as president of the Bristol Myers Squibb Foundation, an independent charitable organization committed to improving global health by strengthening local health systems. With more than 30 years of experience in the pharmaceutical and health care sector, she leads the foundation’s efforts across adult cancers, pediatric cancers and blood disorders, brain health, and clinical trials. Under Catharine’s leadership, the BMS Foundation focuses on capacity building and health systems strengthening programs, working with grantee partners to expand access to care and advance sustainable, community‑driven solutions for patients around the world.

Raymond Osarogiagbon

Dr. Raymond Osarogiagbon is the chief scientist at the Baptist Memorial Health Care Corporation, director of the Multidisciplinary Thoracic Oncology Program at the Baptist Cancer Center in Memphis, Tennessee, and research professor at Vanderbilt University. He is the principal investigator of the Baptist Memorial Health Care/Mid-South National Community Oncology Research Program; a member of the steering committee of the National Lung Cancer Roundtable, vice chair of the IASLC Staging and Prognostic Factors Group, and a member of the Fleischner Society. His research interest is in decreasing population-level lung cancer mortality by improving health care systems in diverse environments.
 

Opinion: Despite advances in prevention and treatment, lung cancer remains the world’s deadliest cancer largely because it is often detected too late. Strengthening local diagnostic capacity is one of the most effective ways to reduce the global burden of lung cancer.

Originally published on Devex.com

By Catharine Grimes, Raymond Osarogiagbon // 16 March 2026

Lung cancer remains the leading cause of cancer death worldwide. According to the World Health Organization, lung cancer was responsible for 1.8 million deaths — 18% of cancer deaths — in 2020 alone. Despite these staggering numbers, lung cancer often receives less attention than other cancers, particularly in low- and middle-income countries.

While tobacco remains a major driver of lung cancer, there are other known and unknown risk factors. For example, emerging information shows rising cases linked to air pollution and other environmental factors. Adenocarcinoma — a cancer that starts in the gland cells of the lungs — now accounts for nearly 46% of lung cancer cases in men and 60% in women globally, reflecting these shifts in the disease’s risk profile.

For decades, the narrative was one of inevitability and despair. Today, that is rapidly changing in high-income countries. Advances in prevention, early detection, and treatment are rewriting the story — but only if we act with urgency and with the lens of global health equity at the forefront.

In the United States, the five-year survival rate for lung cancer has improved to nearly 30%, representing a 26% increase over the past five years, based on the latest surveillance, epidemiology, and end results, or SEER, database. Yet fewer than one-third of cases are diagnosed at an early stage, when five-year survival can reach about 60%. Evidence from long-term studies shows that lung cancers detected through low-dose CT screening can achieve survival rates of 80% or higher over 20 years. These numbers underscore a simple truth: Early diagnosis saves lives.

Lessons from Africa: Local capacity, global relevance

The challenge is even greater in sub-Saharan Africa, where lung cancer often remains underdiagnosed due to symptom overlap with infectious diseases such as tuberculosis, or TB, and limited diagnostic capacity.

As a result, lung cancer cases are frequently misclassified as tuberculosis, or never recorded at all — creating the false impression of low burden while delaying care and eliminating opportunities for early intervention.

The Bristol Myers Squibb Foundation, or BMS Foundation, in partnership with organizations such as the International Association for the Study of Lung Cancer, or IASLC, is working to change this reality in different regions and through different partners.

By integrating lung cancer screening into TB programs, training local health care workers, and leveraging existing HIV diagnostic frameworks for cancer care pathways, we can build sustainable solutions. With the collaboration of local ministries of health, it can then be scaled across the African continent.

“A world where no one dies needlessly from lung cancer is achievable — but only if we stop missing the disease in the first place. Early diagnosis, supported by strong local systems, is what turns lung cancer from a death sentence into a survivable condition.”

— Dr. Raymond Osarogiagbon, chief scientist, Baptist Memorial Health Care Corporation

During a recent BMS Foundation visit to Africa, team members witnessed firsthand the impact of strategic partnerships, including increasing the number of early diagnoses and decreasing travel time for cancer care. These programs demonstrate that sustainable solutions are possible when philanthropy, governments, and local health systems work together.

“Equity in lung cancer care starts with an early diagnosis. When we invest in local capacity and sustainable health systems, we give communities the tools to detect disease sooner — and the chance to save more lives,” said Catharine Grimes, president of the BMS Foundation.

Sustainability and local ownership

Making a lasting impact on global health requires local commitment and empowerment through project ownership. Philanthropy can catalyze progress, but local governments and communities must lead and sustain.

At the BMS Foundation, workforce development is supported through training to help establish health systems that endure. As learned from the success of HIV/AIDS programs, investments in infrastructure and community efforts create ripple effects that strengthen entire health systems. The same approach can accelerate lung cancer control — if sustainability is prioritized from the start.

Lung cancer care is not a single intervention — it is a continuum. From imaging and biopsy to staging, referral, and treatment planning, progress depends on coordination across specialties, facilities, and data systems.

In resource-constrained settings, these links are often the weakest point. Strategic philanthropy plays a critical role by strengthening the connective tissue of health systems — supporting workforce development, diagnostic pathways, and data infrastructure so early diagnosis becomes routine rather than exceptional.

Lessons learned: What works in practice

Drawing from experience, several practical strategies have emerged for reducing lung cancer mortality:

• Integrate early detection into existing care pathways: Rather than relying solely on formal screening programs, embed lung cancer suspicion and referral into TB and HIV clinics — where patients already seek care and systems already exist.

• ​Invest in local workforce development: Prioritize training and retaining local health professionals to ensure sustainability and culturally relevant care.

• Build data where none exists: Support clinicians and health systems to collect, stage, and track lung cancer cases locally — making patients visible in the evidence base that shapes clinical guidelines, investment decisions, and policy.

• Foster cross-sector partnerships: Collaborate with governments, nongovernmental organizations, or NGOs, and the private sector to pool resources, share expertise, and scale what works.

• Design for real-world constraints: In settings where imaging, pathology, and specialist care are limited, pragmatic adaptations — not idealized models — are essential to achieving earlier diagnosis and sustainable impact.

A call to action: From evidence to impact

These efforts in Africa are not peripheral to the global lung cancer fight — they are central to it. By confronting underdiagnosis, strengthening diagnostic pathways, and generating local data in resource-constrained settings, partners are testing approaches that can inform lung cancer control everywhere. What works in the most complex environments often proves adaptable, scalable, and resilient across health systems worldwide.

We are at a pivotal moment. The tools to transform lung cancer outcomes exist, and now is the time for funders, governments, practitioners, and the entire global health community to act. Prioritize early detection, invest in local capacity, and share lessons learned across borders. Sustainable progress against lung cancer will require bold partnerships and collaborations, data-driven strategies, and a commitment to equity.

Our vision is bold but achievable: A world where no one dies needlessly from lung cancer, regardless of geography. By combining scientific rigor, local leadership, and global solidarity, we can turn the tide against lung cancer — one community at a time.

Visit the Bristol Myers Squibb Foundation website for more information on the Multinational Lung Cancer Control Program, or MLCCP, and how it is poised to bridge critical gaps in care.

The views in this opinion piece do not necessarily reflect Devex’s editorial views.

About the authors

Catharine Grimes

Catharine Grimes serves as president of the Bristol Myers Squibb Foundation, an independent charitable organization committed to improving global health by strengthening local health systems. With more than 30 years of experience in the pharmaceutical and health care sector, she leads the foundation’s efforts across adult cancers, pediatric cancers and blood disorders, brain health, and clinical trials. Under Catharine’s leadership, the BMS Foundation focuses on capacity building and health systems strengthening programs, working with grantee partners to expand access to care and advance sustainable, community‑driven solutions for patients around the world.

Raymond Osarogiagbon

Dr. Raymond Osarogiagbon is the chief scientist at the Baptist Memorial Health Care Corporation, director of the Multidisciplinary Thoracic Oncology Program at the Baptist Cancer Center in Memphis, Tennessee, and research professor at Vanderbilt University. He is the principal investigator of the Baptist Memorial Health Care/Mid-South National Community Oncology Research Program; a member of the steering committee of the National Lung Cancer Roundtable, vice chair of the IASLC Staging and Prognostic Factors Group, and a member of the Fleischner Society. His research interest is in decreasing population-level lung cancer mortality by improving health care systems in diverse environments.