Tag: 3BL

Originally published on https://newsroom.marykay.com/

In July, Mary Kay Inc. announced it has been recognized by Forbes for the second year in a row, clinching #9 on the 2025 Best Brands for Social Impact list and being the only beauty brand, and the only direct selling brand recognized in the Top 10.

To produce the third-annual Social Impact list, Forbes partnered with data insights company HundredX, which surveys consumers on their perceptions of a brand’s values, social stances, sustainability, and community support. The final list of 300 relied on more than 4.4 million consumer ratings across 3,900 brands. 

The coveted award aligns with Mary Kay’s Pink Changing Lives® strategy, the multi-faceted giving platform that stands at the heart of everything the Company does to empower women around the globe. During the interview with Forbes, Mary Kay’s Chief Brand and Scientific Officer Dr. Lucy Gildea shared the many ways the Company supports women’s causes and explains how Mary Kay continues to pave the way for women to lead and succeed. 

FORBES: What makes Mary Kay customers love Mary Kay?

Lucy Gildea: Mary Kay was founded on a dream to enrich women’s lives around the world with a product portfolio rooted in science and a corporate mission focused on empowering women and protecting our natural resources. Sixty plus years later, I am confident this is a winning formula to meet global consumer needs while taking care of our most precious resources – people and our planet. As part of my role as Mary Kay’s Chief Brand and Scientific Officer, it is my job to captivate our current customers and Independent Beauty Consultants and invite a new generation to fall in love with our brand. 

FORBES: What sort of initiatives has Mary Kay led in social impact and sustainability from 2024 until now to make customers love the brand?

Lucy Gildea: Sustainability – broadly encompassing economic, environmental, and social aspects—is deeply rooted in the Mary Kay story and has been integral to our company culture for over 60 years.

In 1963, Mary Kay Ash created her iconic company on the premise of providing entrepreneurial and leadership opportunities to all women. This still holds true today – 60% of the executive team are female. The company is equally committed to fueling the futures of women in the workplace; 62% of its global R&D team and 81% of its Global Brand Marketing and Creative Studio team are women.

More examples from Dr. Lucy Gildea regarding Mary Kay’s commitment to social impact and sustainability:

• Mary Kay champions the next generation of female STEM leaders, awarding nearly 40 grants to young women pursuing their STEM dreams around the world.
• With a focus on empowering women, advancing cancer research and ending domestic violence, Mary Kay has invested over $230 million in global charitable programs and partnerships impacting the lives of millions of women.
• Mary Kay’s commitment to sustainability is evident across every aspect of its operations, from reducing water usage in its global manufacturing facilities to a 38-year partnership with The Nature Conservancy to protect and conserve the wetlands in the Gulf of Mexico, and global projects to restore coral reefs and improve ocean biodiversity.
• The company also plays a significant role in protecting biodiversity, using sustainable paper sources for packaging, and partnering with the Arbor Day Foundation to plant over 1.4 million trees globally.
• Mary Kay is dedicated to responsible ingredient sourcing, with 80% of its shea butter and 93% of its palm oil certified, while prioritizing recyclable and biodegradable materials in its packaging.

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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.

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BONN, Germany, July 17, 2025 /3BL/ – Participation in trainings facilitated by Fairtrade for cocoa farmers in West Africa on human rights and environmental due diligence, deforestation, traceability and transparency, and management of small-scale farming organizations increased by 6% in 2024. Trainings hosted across Côte d’Ivoire (CDI), Ghana, and Sierra Leone garnered 51,891 total participants – up from 48,876 in 2023. About 20% of participants were women.

To help display this data, Fairtrade launched two new, interactive dashboards.

The first showcases data on Fairtrade’s West Africa Cocoa Program (WACP) , tracking impact from 2021 to the latest results from 2024. This dashboard enables small-scale farming organizations, traders, retailers and everyday people to easily access four years’ worth of findings and compare across previous years.

Results from the 2024 analysis of the program’s impact show that small-scale farming organizations have the management skills needed to act as resilient and effective business partners to the chocolate sector and have made progress regarding internal management systems and business strategies.

• 100% of organizations have an internal management system and an approved business strategy or plan
• More than half said Fairtrade trainings were the reason why there were significant improvements in organization management
• 96% of organizations in CDI and 100% of organizations in Ghana and Sierra Leone said that they were satisfied with the quality of Fairtrade’s training

The data in WACP’s monitoring report dashboard, collected through interviews with small-scale farming organization management, also showed that small-scale farming organizations took concrete actions to support income diversification and/or food security. For example, all organizations interviewed in Ghana said they supported their member farmers with income diversification activities, such as off-farm economic and household security activities, including the production of food and cash crops.

The second dashboard houses the latest information available on Fairtrade cocoa. It includes details about production, sales, and key benefits, such as the Fairtrade Premium and how it is used by farmers. This is the third product-focused dashboard created by Fairtrade. Others include the banana dashboard (2023) and the coffee dashboard (2025).

The new dashboards are part of a portfolio of digital tools to assist Fairtrade’s stakeholders, which also include the Fairtrade Impact Map (2024) and the Fairtrade Risk Map (2023).

The Fairtrade Impact Map displays data and information on more than 100 Fairtrade projects and commissioned studies around the world. Users can explore by country, region, commodity, theme, program, or year. The Fairtrade Risk Map supports all actors in global supply chains – farmers, worker organizations, retailers, brands – in assessing their human rights and environmental risks. Users can explore through country, commodity, or issue filters.

An estimated six million people worldwide depend on cocoa farming for their livelihood. To learn more about Fairtrade’s work supporting cocoa farmers in West Africa, visit https://fairtradeafrica.net.

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Press Contact:

Liz Davis, ldavis@fairtradeamerica.org

About Fairtrade America

Fairtrade America works to rebalance trade, making it a system rooted in partnership and mutual respect rather than exploitation. It’s about businesses, shoppers, farmers and workers all working together so we can all experience the benefits of trade. Fairtrade America is the U.S. branch of Fairtrade International, the original and global leader in fair trade certification with more than 30 years of experience working for fair trading practices in more than 30 countries across the globe. A non-profit 501(c)3 organization, Fairtrade America is part of the world’s largest and most recognized fair trade certification program — part of a global movement for change. Learn more at fairtradeamerica.org, and by connecting with Fairtrade America on Facebook, Instagram and LinkedIn.

NEW YORK, July 16, 2025 /3BL/ – At the United Nations 2026 Water Conference Preparatory Meeting, Action Against Hunger joined forces with the French Water Partnership to represent the WASH Road Map and the Global WASH Cluster in launching the 2025 Call to Action for Survival and Resilient WASH, a bold and urgent appeal to prioritize humanitarian water, sanitation, and hygiene (WASH) services in fragile and conflict-affected contexts. The call to action is endorsed by over 230 humanitarian and development actors and four national governments.

Across the globe, nearly 175 million people require humanitarian assistance for WASH. In 2024, the needs were met for only 48 million people—just a quarter of those who need this lifesaving aid—due to chronic underfunding, political interference, and security risks undermining the safety of both the people in need and humanitarian personnel.

In her address during a high-level Multi-Stakeholder Interactive Session, Marie-Laure Vercambre, General Director of the French Water Partnership, emphasized the gravity of the situation: “In 2025, of the $3.2 billion needed, only $146 million has been secured [as of April 2025]—barely 4.5 percent. This situation jeopardizes the lives and dignity of millions of people in fragile and conflict-affected settings. Yet, water is not optional—it is a human right and a lifesaving asset.”

The call to action urges Member States and all actors to:

• Reaffirm compliance with humanitarian principles;
• Substantially increase funding for humanitarian WASH responses, particularly in fragile, conflict, and violence-affected contexts;
• Systematically target WASH efforts where needs are most critical;
• Ensure respect for international humanitarian law to protect WASH infrastructure and humanitarian personnel;
• Reinforce global water governance by integrating humanitarian WASH into the agenda of the 2026 and 2028 UN Water Conferences.

Nicolas Villeminot, Senior WASH Advisor at Action Against Hunger, highlighted the strong backing of the Slovenian and Swiss delegations, whose support underscores the growing international momentum behind humanitarian WASH. Both delegations are vocal supporters of a stronger inclusion of the specific needs of humanitarian WASH as part of the UN Water Conference. Nicolas Villeminot stated, “Our coalition extends an invitation to the two co-chairs of the Conference, Senegal and the United Arab Emirates, to join us next month at the Stockholm World Water Week to sign the pledge of the Humanitarian WASH Roadmap, and to make sure that humanitarian needs strongly appear in the interactive dialogue on Water for People.”

The Global WASH Cluster also issued a campaign encouraging stakeholders to endorse the Call to Action and amplify its reach. “This is not just a policy commitment—it’s a collective movement,” the Global WASH Cluster emphasized.

As preparations for the 2026 UN Water Conference continue, Action Against Hunger remains committed to ensuring that humanitarian WASH is not only recognized but embedded in global water governance frameworks. Together with our partners, we are turning this crisis into an opportunity—to save lives and build a more resilient future.

Building on the 2023 UN Water Conference—the first high-level conference in nearly half a century to focus on the water crisis—the 2026 UN Water Conference, co-hosted by Senegal and the UAE, will aim to accelerate the implementation of Sustainable Development Goal 6: Ensure availability and sustainable management of water and sanitation for all.

During the Preparatory Meeting of July 9th, the Member States formally adopted by consensus the six Interactive Dialogue themes that will frame the 2026 UN Water Conference:

1. Water for people: the human rights to water and sanitation, including for those in vulnerable situations, for healthy societies and economies;
2. Water for prosperity: valuing water, water-energy-food nexus, advancing integrated and sustainable water resource management, wastewater and water-use efficiency across sectors, and economic and social development;
3. Water for planet: climate, biodiversity, desertification, environment, source to sea, resilience and disaster risk reduction; (d) Water for cooperation: transboundary and international water cooperation, including scientific cooperation, and inclusive governance;
4. Water in multilateral processes: Sustainable Development Goal 6, the 2030 Agenda for Sustainable Development and beyond, and global water initiatives;
5. Investments in water: financing, technology and innovation, and capacity building.

The need for action over commitments was emphasized by many Member States and civil society representatives throughout the day to accelerate SDG 6, which is one of the most off-track SDGs. As highlighted in an address from the UN Secretary-General’s Special Envoy on Water, Her Excellency Retno L. P. Marsudi, the conference must be “the time to transform the moment for SDG 6 into movement. Moment to movement.” She added that “Globally, water-related disasters have contributed to 95% of infrastructure loss and damages, and in 2024 alone, it costed as much as $550 billion in economic loss.”

Action Against Hunger echoes the European Union’s statement advocating for the establishment of thematic civil society working groups aligned with the six interactive dialogue topics, to enable meaningful and substantive stakeholder contributions as part of a truly inclusive and consultative process.

Tapping into different voices, perspectives, and experiences helps businesses solve problems, reveals new opportunities to grow, and encourages contributions that better support people and communities. At Henkel North America, diversity is a path to progress, innovation, and impact. Our employees and partners are united by our purpose: Pioneers at heart for the good of generations. They collaborate to tackle challenges, find solutions and open new perspectives – allowing us to deliver products, services, and innovations that enrich and improve everyday life.

We invite you to “meet” our pioneers in our series, “Pioneers for Good.”

Introducing Devin, Frank, and Katie

Devin Cathcart, Creative Manager; Frank Ziegler, Brand Marketing Director; and Katie Schulze, Brand Manager, are each deeply committed to their professional roles and to making a positive impact in their community. They first connected as many colleagues do – collaborating on projects both within and beyond Henkel—while working at the Westlake, Ohio office, supporting Henkel’s Adhesive Technologies Consumer & Craftsman Division. What they didn’t anticipate was the powerful synergy of their partnership and shared drive to create lasting change.

As residents of the Greater Cleveland area, Devin, Frank, and Katie share a desire to build up their local community. They identified an opportunity to combine their passion, individual strengths, and Henkel resources to serve the greater good.

Devin, Frank, and Katie share what it means to be a pioneer for good – watch the video above.

Building Initiatives through Purpose

Together, they ideated and brought to life the Loctite® 2^nd Chance House Project, a corporate sponsorship that enabled Loctite to support the work of the Greater Cleveland Habitat for Humanity in revitalizing a condemned house in Cleveland and transforming it into a welcoming home for a deserving family.

This project came about through the ultimate goal of understanding how we can leverage our market-leading brands [Loctite] to support Henkel’s sustainability initiatives. In this case, we were especially driven by community impact.

Frank Ziegler

Inspired by that impact – rooted in a shared mission to uplift and support thriving communities – Devin, Frank and Katie saw a natural alignment with Habitat for Humanity and its commitment to empowering families through long-term housing stability. The team also aimed to minimize landfill waste and looked for creative ways to repurpose items like furniture and building materials. They rallied a team of 60 motivated Henkel employees to volunteer their time and energy along with industry professionals and DIY experts. For everyone involved, it became a meaningful, multi-dimensional opportunity to bring a shared vision to life.  

Utilizing Partnerships to Create Impact

Devin, Frank, and Katie’s roles at Henkel bring unique perspectives to the Loctite 2^nd Chance House Project, both from the Loctite brand and their collaboration with Habitat for Humanity. 

Devin, the creative lead, is responsible for visualizing and executing the project’s storytelling elements. Frank, the strategist, is focused on team coordination and direction. Katie, the logistical expert, ensures seamless execution throughout the project. Together, they form a dynamic team, amplifying Loctite’s purpose and addressing a gap in the community through the power of multimedia storytelling. It is a feat made possible by the meaningful partnerships they fostered along the way.

Habitat for Humanity’s dedicated team proved to be the perfect complement to this remarkable program. Henkel and Habitat have a long-standing global partnership, and this alliance not only strengthened their relationship but also delivered tangible change, hope and stability to families across Greater Cleveland.

Henkel and Habitat for Humanity Since 2012, Henkel has supported Habitat for Humanity through donations of funds and building materials and employee volunteers around the world. In North America, employees have volunteered at over a dozen build sites from California to Connecticut to Toronto, Canada and more.

It’s really impactful and exciting to be able to see something that you’ve not only been able to help work on physically, but also something you’ve helped promote and raise awareness around.

Katie Schulze

Leaving a Mark that Lasts

From the beginning, creating a lasting impact was always the goal for these three pioneers.

This project is not just dollars spent on building a set and tearing it down; it’s a legacy. At the end of the day, there’s a house that someone gets to live in because of a project we took on at work. We found a way to make it work for our brand, for our goals, and directly impact our community.

Devin Cathcart

The Loctite 2^nd Chance House Project is just getting started! The team has already launched a second project—once again led by Devin, Frank, and Katie. Learn about the venture and stay tuned for what’s next in this exciting partnership at Loctite 2^nd Chance House.

We’re grateful for the incredible support of our partners who were involved in this project. Without the hard work and dedication of Kim Pride, Greater Cleveland Habitat Director of Development; Armand Accordino, Site Supervisor; Isabelle Shields, Site Supervisor; Adam Metzner, Construction Manager; and so many more team members, the Loctite 2nd Chance House Project wouldn’t be what it is today.

CINCINNATI, July 16, 2025 /3BL/ – The Fifth Third Foundation has made education programs a top priority since its founding in 1948. To honor students with high achievements, Fifth Third established its Scholarship Program. These one-time $2,500 scholarships are awarded annually to children of Fifth Third employees for educational purposes at college or university. This year’s scholarships total $62,500. Nearly 500 students have been recognized since 2005.

Chosen and administered by the National Merit Scholarship Corp., the Fifth Third Scholarship Program recognizes the academic achievements of the following students, listed with their employee parent or parents and their work location:

• Emily Balent, Child of Maureen Balent, Cincinnati, Ohio
• Addison J. Wagner*, Child of Dana Berning, Cincinnati, Ohio
• Kolin L. Cafferky, Child of Traci Cafferky, Cincinnati, Ohio
• Dominic Capretti, Child of Donna Capretti, Crown Point, Indiana
• Brandon Fu*, Child of Heather Chu, Weston, Massachusetts
• Brennan Connor, Child of Trista Connor, Cincinnati, Ohio
• Alyssa L. Davis, Child of April Davis, Raleigh, North Carolina
• Parthav Gavini, Child of Raghuram Gavini and Swapna Peram, Cincinnati, Ohio
• Andrew T. Gillespie, Child of Benjamin Gillespie, Madisonville, Ohio
• Dominic M. Giordano, Child of Michelle Giordano, Cincinnati, Ohio
• Michael Granger*, Child of Lidia Granger, South Elgin, Illinois
• Aishani Kamath, Child of Sarojini Hejamady and Dinesh Kamath, Cincinnati, Ohio
• Avaneesh Konda*, Child of Anand Kumar Konda, Cincinnati, Ohio
• Madeline Leete, Child of Ashley Leete, Tyler, Texas
• Julia E. McTaggart, Child of Allison McTaggart, Hart, Michigan
• Jenna O’Driscoll*, Child of Eric O’Driscoll, Cincinnati, Ohio
• Ethan J. Park*, Child of Sung Park, Lincolnwood, Illinois
• Rudraa Patel, Child of Vidhi Patel and Niral Patel, Cincinnati, Ohio
• Hadley P. Robinson, Child of Brian Robinson, Cincinnati, Ohio
• Tanya Zhang*, Child of Rui Shen, Cincinnati, Ohio
• Quinn A. Smith*, Child of Rodney Smith, Greenwood, Indiana
• Suzanne I. Summers, Child of Lori Summers, Evergreen Park, Illinois
• Aliya Harris, Child of Damien Todd, Nashville, Tennessee
• Nubia Xochitl Zapata, Child of Ruben Zapata, Cicero, Illinois

‘’Here at the Fifth Third Foundation, we recognize access to higher education is essential for the growth of the next generation,’’ said Kala Gibson, chief corporate responsibility officer at Fifth Third Bank, ‘’We are committed to supporting our employees and their families by helping their children pursue both personal and professional development.’’

The National Merit Scholarship Corp. is an independent nonprofit organization. The National Merit Scholarship Program was designed to identify and honor exceptionally able high school students, and to provide a system of services for corporations, foundations and other organizations that wish to sponsor college undergraduate scholarships to students who interest them. All aspects of the selection of winners and the administration of their awards are handled by the NMSC.

*National Merit Scholarship finalist

About the Fifth Third Foundation

Established in 1948, the Fifth Third Foundation was one of the first charitable foundations created by a financial institution. The Fifth Third Foundation supports worthy causes in the areas of health and human services, education, community development and the arts in the states where Fifth Third Bank operates.

About Fifth Third

Fifth Third is a bank that’s as long on innovation as it is on history. Since 1858, we’ve been helping individuals, families, businesses and communities grow through smart financial services that improve lives. Our list of firsts is extensive, and it’s one that continues to expand as we explore the intersection of tech-driven innovation, dedicated people and focused community impact. Fifth Third is one of the few U.S.-based banks to have been named among Ethisphere’s World’s Most Ethical Companies^® for several years. With a commitment to taking care of our customers, employees, communities and shareholders, our goal is not only to be the nation’s highest performing regional bank, but to be the bank people most value and trust.

Fifth Third Bank, National Association is a federally chartered institution. Fifth Third Bancorp is the indirect parent company of Fifth Third Bank and its common stock is traded on the NASDAQ^® Global Select Market under the symbol “FITB.” Investor information and press releases can be viewed at www.53.com. Deposit and credit products provided by Fifth Third Bank, National Association. Member FDIC.

Amanda Nageleisen (Media Relations)
amanda.nageleisen@53.com
Matt Curoe (Investor Relations)
matt.curoe@53.com | 513-534-2345

Source: Fifth Third Foundation

In 2023, we rolled out a multi-year development plan code-named Sugar Ray.

The plan resulted in the redesign of our large format Ready To Use bottles for 30 products, including Ortho Home Defense, Bug-B-Gon, and Ortho GroundClear. The design objectives included a consumer and manufacturing-friendly, lighter weight package with maintained or improved strength and performance.

“In the end, we had a new bottle with optimized geometry, a more ergonomic handle and an expanded label panel for consumer information,” says Brad Schultz, senior research principal.  “More importantly, these new bottles arrived at stores with an average of 10% less plastic resin than previous designs.” The bottle redesign was made possible by improving the manufacturing processes at both our supplier and internal manufacturing plants, optimizing energy use and by reducing scrap and waste. 

Additionally, the closure that accompanies our large ready-to-use offerings was redesigned to be more intuitive and easy-to-use, while reducing the overall component weight by 20% compared to the previous design.

Once fully implemented across our product lines, the redesign will reduce our use of High Density Polyethylene plastic resin by 1.24 million pounds, while delivering a robust, high quality consumer friendly packaging solution. 

About ScottsMiracle-Gro
With approximately $3.6 billion in sales, the Company is the world’s largest marketer of branded consumer products for lawn and garden care. The Company’s brands are among the most recognized in the industry. The Company’s Scotts®, Miracle-Gro®, and Ortho® brands are market-leading in their categories. The Company’s wholly-owned subsidiary, The Hawthorne Gardening Company, is a leading provider of nutrients, lighting, and other materials used in the indoor and hydroponic growing segment. For additional information, visit us at www.scottsmiraclegro.com. 

Originally published by Mastercard

July 16, 2025 /3BL/ – Mastercard showcases how it is advancing against its mission to power economies and empower people, building a sustainable economy where everyone prospers, in its 2024 Impact Report. The report details the meaningful progress the company has made across its impact strategy pillars — People, Prosperity and Planet — and the connection of these efforts to its business objectives.

The report reflects on the year’s progress, outlines areas of opportunity and reinforces a deep commitment to driving inclusive, sustainable growth for the long term. With a focus on transparency, accountability and innovation, Mastercard remains steadfast in its efforts to build a thriving economy where people prosper on a healthy planet.

Progress and highlights from Mastercard’s impact efforts in 2024 include:

Empowering all people to reach their full potential

Mastercard continues to foster a workplace and world where everyone has the opportunity to succeed, empowered by a culture of community and belonging.

• Over 90% of employee respondents to a 2024 employee survey said they are proud to work at Mastercard.
• Employees volunteered over 135,000 hours serving local communities in 2024, up 11% from 2023.
• 309,000 students educated through Kids4Tech^TM and Girls4Tech^TM in 2024, reaching more than 12 million students in 65 countries and territories since the program’s inception in 2014.

Advancing prosperity around the world

Mastercard is focused on helping everyone participate in the digital economy, connecting people to the tools and resources that can help them chart pathways to prosperity for their families, communities and beyond. This work is a collaborative effort with the company’s partners.

• Connected 960 million people to the digital economy since 2015 through 2024, toward the company’s goal to connect 1 billion people to the digital economy by 2025.
• Connected 65 million micro, small and medium enterprises (MSMEs) to the digital economy since 2020 through 2024, surpassing the company’s goal.
• Reached 19 million micro and small businesses through Mastercard Strive from 2021 through 2024, surpassing the company’s goal.
• Registered 7 million users on the Community Pass platform since 2018, across Ethiopia, India, Kenya, Tanzania and Uganda.
• Prevented over $47.9 billion in fraud losses over the last three years through one AI-powered cybersecurity solution alone.

Preserving the planet for future generations

Mastercard understands a thriving economy requires a healthy planet, which is why it is driving toward net zero emissions and accelerating the transition to a low-carbon, regenerative economy.

• Decreased Scope 1, 2 and 3 emissions by 7% year-over-year, while experiencing 12% growth in net revenue, reflecting continued decoupling of corporate growth from greenhouse gas emissions.
• 71% of the company’s top emitting suppliers have committed to science-based targets to reduce emissions, and reported through CDP, public reporting or supplier agreement.
• For the eighth consecutive year, continued to generate or source 100% renewable energy for its operations.
• 26 million trees funded for restoration through the Priceless Planet Coalition since 2020, toward the goal of 100 million trees.

“Our work supports people in Kennesaw, café owners in Kuala Lumpur, smallholder farmers in Kenya and everywhere in between,” said Jon Huntsman, vice chairman and president, Strategic Growth, Mastercard. “It’s about bringing new technologies, insights, tools and resources that connect them to the digital economy while keeping them protected. That way they can focus on what’s important – achieving their dreams, growing their operations and contributing to the prosperity of their communities.”

Mastercard’s 2024 Impact Report is available online.

Media contact
Sarah Ely
914-325-4716 | Sarah.Ely@mastercard.com

About Mastercard

Mastercard powers economies and empowers people in 200+ countries and territories worldwide. Together with our customers, we’re building a resilient economy where everyone can prosper. We support a wide range of digital payments choices, making transactions secure, simple, smart and accessible. Our technology and innovation, partnerships and networks combine to deliver a unique set of products and services that help people, businesses and governments realize their greatest potential.

www.mastercard.com

Originally published by Mastercard

Follow along Mastercard’s journey to connect and power an inclusive, digital economy that benefits everyone, everywhere.

MUMBAI, India, July 16, 2025 /3BL/ – Federal Express Corporation (“FedEx”), the world’s largest express transportation company, continues to drive inclusive entrepreneurship in India through collaboration with United Way Mumbai’s flagship initiative, Saksham. Originally launched to support women entrepreneurs from challenging backgrounds, the program has steadily expanded its reach. Today, it enables individuals across gender identities and economic circumstances to unlock opportunity through skills and self-reliance.

“At FedEx, we’re committed to creating spaces where everyone has the chance to grow, contribute, and be seen for who they truly are. That’s what building a better tomorrow looks like—for our communities and for our company,” said Suvendu Choudhury, vice president of India operations and planning and engineering at FedEx, Middle East, Indian Subcontinent, and Africa.

Now in its fourth year, Saksham has emerged as a force for providing equal opportunity for all. The initiative has supported thousands of women small business owners and over 160 individuals from diverse communities, including those across gender identities helping turn aspiration into action through targeted interventions and sustained engagement.

In 2025 alone, 60 individuals from across gender identities enrolled in vocational training, with more than 40 successfully certified and now equipped to pursue independent income opportunities. According to United Way Mumbai’s 2024 impact assessment, 90% of these beneficiaries to date are meaningfully engaged*: either employed or running their own ventures, compared to just 45% prior to the program. Of these, 68% are now working in the private sector, while 23% have become entrepreneurs in domains like tailoring, baking, cultural performances, and makeup artistry.

Real stories. Real transformation.
“The Saksham training gave me confidence and direction. From learning to bake to earning my first income, I now see a future where my identity is my strength, not a barrier.” — Ronny, Saksham beneficiary and aspiring baker

“Escaping a high-risk life felt impossible—until Saksham gave me a second chance. Today, I earn with dignity through makeup artistry and finally feel safe, seen, and empowered.”
— Nadim, Saksham beneficiary and makeup artist

Beyond skills and certification, Saksham provides comprehensive support to ensure participants are workplace-ready and self-reliant. This includes:

• Mobilization, screening, and identification of beneficiaries from high-need communities
• Scholarships for vocational training across trades like baking, tailoring, beauty services, and more
• Personality development and grooming sessions to boost workplace and customer-facing readiness
• Entrepreneurship training and capacity-building support to help launch or scale ventures
• Distribution of Saksham kits containing occupational toolkits and materials required to kickstart economic activity

Through Saksham, FedEx and United Way Mumbai are not just offering skill development, they are building a pathway to dignity, opportunity, and economic resilience. The initiative continues to spark real change on the ground, turning potential into progress and contributing to a more equitable and atmanirbhar Bharat.
* As per the United Way Mumbai Saksham project impact assessment report.

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

TEMPE, Ariz., July 16, 2025 /3BL/ — A new GoDaddy (NYSE: GDDY) survey reveals a surprising paradox among younger consumers: while Gen Z and Millennials appear less concerned about protecting themselves online, they have little tolerance for businesses that fall short on security.

In the latest GoDaddy Consumer Pulse* survey of 1,500 U.S. consumers, 42% of Gen Z and 40% of Millennial respondents admit they would not immediately change their passwords or credit card information after being notified of a data breach at a business they use—if they act at all. In contrast, 72% of Gen X and Boomers would take immediate action.

Meanwhile, these same younger consumers are the first to walk away when a business fails to protect their data.

• More than half of Gen Z (53%) and 42% of Millennials surveyed have cut ties with a business because it experienced a security incident—notably higher than the 37% of Gen X and Boomers
• When faced with data breaches at both a large corporation and a small business, 1 in 3 (34%) Gen Z and Millennials say they would stop shopping with both entirely, compared to 27% of Gen X and Boomers

Consumers assess business credibility with a fine-tooth comb
Most consumers (68%) surveyed expect small businesses to maintain the same level of digital security as large corporations or better.

A website with misspelled or grammatically incorrect words, broken links, a poor design, slow load times, or an unfriendly mobile user experience rank among the top five red flags that deter consumer purchases.

However, younger generations find a few things more concerning than older shoppers:

• About 1 in 3 (30%) Gen Z and Millennials say sites that are not mobile-friendly are concerning vs. 24% of Gen X and Boomers
• 31% of Gen Z and 27% of Millennials feel uneasy when websites have ads vs. 18% of Gen X and Boomers
• Nearly 1 in 4 (21%) Gen Z and Millennials feel businesses using a free email address like Gmail or Yahoo are concerning vs. 15% of Gen X or Boomers

“With younger consumers, you might not get more than one chance to earn their trust,” said Dennis Smith, director of security go-to-market at GoDaddy. “They assume some risk but expect businesses to take responsibility for keeping their data safe. If small businesses don’t invest in a secure, professional online presence and clearly demonstrate to their customers how they’re protecting their data, these younger shoppers will take their business elsewhere.”

Consumers lack cybersecurity hygiene
Although more than 1 in 3 (38%) consumers report they have been a victim of identity theft in the past, people across all generations have quite relaxed security habits.

The majority of consumers (61%) repeat passwords across their various accounts—a habit slightly more common among Gen Z and Millennials compared to Gen X and Boomers. Notably, 69% of consumers also do not check if a website has a secure padlock icon before making online purchases.

As a consumer, what steps do you take to help protect yourself from being hacked?
	Total	Gen Z	Millennials	Gen X and Boomers
I use a different password for every account	39 %	38 %	33 %	42 %
I don’t save my credit / debit card information in brand accounts	35 %	33 %	32 %	37 %
I use a credit monitoring service	35 %	26 %	34 %	38 %
I use a password manager that creates secure passwords	32 %	33 %	36 %	30 %
I check that the website has a padlock icon before visiting and/or purchasing anything	31 %	36 %	31 %	30 %
I froze my credit	22 %	26 %	20 %	21 %
None of the above	9 %	10 %	10 %	8 %

Personal risk is perceived as inevitable
The findings suggest a growing sense of cybersecurity fatigue among consumers. While 65% of all consumers say they’re more concerned about online security than they were five years ago, a small subset of younger consumers (21% of Gen Z and 16% of Millennials) report being less concerned than they were five years ago, compared to 7% of Gen X and Boomers.

Meanwhile, the majority (67%) of consumers believe that their personal information is already on the dark web.

“The data points to classic signs of consumers feeling overwhelmed,” said Smith. “Businesses that can step in to take security concerns off consumers’ plates will build deep loyalty, while those that ignore or downplay security risks will forfeit long–term growth.”

What can small businesses do?
The survey found consumers are more likely to remain loyal to businesses that respond to breaches with transparency and extend support to their customers.

• More than 2 in 5 (43%) of consumers appreciate when a business is open and transparent about a security breach
• Half (53%) of consumers would stay loyal to a business that takes immediate steps to fix a breach and offers proactive protection like credit card monitoring
• 1 in 4 (23%) consumers said having loyalty or rewards points on the line would influence your decision to remain a customer

There are some simple, cost-effective changes small businesses can implement to improve consumers’ perception of their business. For example, they can test that their website loads quickly and renders well across Apple and Android mobile devices. Or they can upgrade to an email address that matches their business’s domain name, if they don’t already use one.

To help small businesses protect their website, GoDaddy offers a suite of security solutions—from Website Security firewall bundles to a range of SSL certificates and Managed SSL plans. These tools, paired with sound security practices, can help businesses of every size meet rising consumer expectations.

To learn more about GoDaddy and its products, visit www.GoDaddy.com.

*GoDaddy Consumer Pulse is a series of surveys of consumers ages 18 and above conducted throughout the year.

About GoDaddy
GoDaddy helps millions of entrepreneurs globally start, grow, and scale their businesses. People come to GoDaddy to name their idea, build a website and logo, sell their products and services and accept payments. GoDaddy Airo^®, the company’s AI-powered experience, makes growing a small business faster and easier by helping them to get their idea online in minutes, drive traffic and boost sales. GoDaddy’s expert guides are available 24/7 to provide assistance. To learn more about the company, visit www.GoDaddy.com.

Source: GoDaddy Inc.

Explore the often-overlooked “hidden middle” of agrifood value chains, which offers a key opportunity for global food-system transformation.

The world is at a pivotal moment in the global climate conversation. As nations grapple with the urgent need to curb greenhouse gas emissions and enhance food security, the transformation of food systems has become a top priority. And as the latest Climate COP in Baku (COP29) highlighted, world leaders, policymakers, and sustainability advocates are focused on an often-overlooked segment:the hidden middle of agri-food chains.

“Working together, we aim to enable policies, technology, financing, and partnerships that can shine light on this under-appreciated yet essential segment.” 

This segment, which includes critical midstream activities such as processing, packaging, storage, transportation, and distribution, plays an essential yet underappreciated role in food systems. While it accounts for 18% of food-related emissions, it contributes up to 40% of the economic value added within food systems.

“Ignoring the hidden middle means missing a critical piece of the sustainability puzzle,” says Lars Holmquist, Executive Vice President Sustainability at Tetra Pak. “And while discussions on food systems are often focused on agriculture and consumption – the beginning and the end of the supply chain – this undervalued segment has the power to make a big difference on the environment and economy. Improving the hidden middle is not just an opportunity, but a necessity for building sustainable, resilient and just food systems.”

The Food and Agriculture Organisation (FAO) reports that approximately one-third of food produced for human consumption is lost or wasted globally each year. By investing in midstream infrastructure and technologies, these losses can be substantially decreased, leading to better resource efficiency and increased availability of food. It can also bolster economic growth through job creation, support rural and urban livelihoods, and empower smallholder farmers and marginalised groups by integrating them into value-added activities.

Why the hidden middle is under-financed on the world stage

The hidden middle represents a range of critical functions that bridge the gap between farm and fork. These activities support social stability and economic development, and are instrumental in ensuring that farmed ingredients are transformed into food products that actually reach consumers – in a safe and nutritious form.

“Improving the hidden middle is not just an opportunity, but a necessity for building sustainable, resilient and just food systems.”

But despite recent data highlighting the hidden middle’s significant environmental and economic impact, it continues to receive only a fraction of climate financing: while food systems contribute about 30% of total greenhouse gas emissions, only 2.5-4% of climate finance goes towards transforming this sector. Small and medium enterprises (SMEs) in this segment face a $106 billion financing gap globally, and limited investment results in inefficiencies, food loss (which can reach 14% globally), and bottlenecks that affect the entire chain.

“There are many reasons why this midstream segment can be overlooked, including that tracking emissions and efficiencies, when so many stakeholders are involved, can be logistically tricky,” says Lars. “But the truth is that this is essential: the hidden middle is exactly where we have the biggest opportunities to improve food systems and cut emissions.”

What opportunities for improvement does the hidden middle contain?

Harnessing the potential contained in the hidden middle could be a game-changer for achieving global climate targets. According to recent estimates, addressing inefficiencies and emissions in the midstream could provide up to 20% of the emissions reductions required to meet the Paris Agreement’s goals by 2050.

It also holds vast untapped potential for optimising food systems, reducing waste, and improving food security. Improved midstream infrastructure can dramatically reduce food loss and increase food access, particularly in developing regions where up to 40% of food can be lost post-harvest. This loss is due in part to lack of refrigerated transport infrastructure in many regions – and that is where smart, aseptic packaging solutions can help bridge the gap in protecting food safety during transport and preventing waste through spoilage.

“We have been working hard to improve midstream infrastructure in vulnerable regions, through partnering with local governments and organisations,” says Lars. “We’ve implemented renewable-powered cold chain solutions to help reduce food loss and enhance food security in areas where these systems are lacking. And as we announced at COP29, we’re committed to investing in innovating packaging solutions and energy-efficient processing equipment to further support the hidden middle.”

Change can take place on the production floor, too. The best-performing factories take a holistic approach to resource optimisation, delivering sustainability, performance, and cost benefits. Tetra Pak’s best-practice line for UHT milk with OneStep technology, for example, combines several process steps – separation, standardisation, blending, and heat treatment – into one.

This results in using less equipment and ultimately massive energy savings, as demonstrated by Mengniu’s Ningxia dairy factory, which was recently awarded World Economic Forum “Lighthouse Factory” status with the help of Tetra Pak technology. One of the world’s most intelligent dairy factories, it has leveraged cutting-edge Tetra Pak equipment and technology to reduce operational costs by 32% and delivery lead time by 55%.

Investment and policy gap: the key to unlocking the hidden middle

Bridging the gap between funding and impact requires governments and international organisations to create enabling policies and financial incentives that recognise the hidden middle’s value, such as subsidies for midstream innovations or tax breaks for sustainable practices.

“Our goal is to drive progress in critical discussions on food systems by convening policymakers, government leaders, NGOs, IGOs, and industry stakeholders, and we encourage these conversations through forums like COP29,” says Lars. “Together, we aim to explore actionable solutions through collaboration and dialogue, working to enable policies, technology, financing, and partnerships that can shine light on this under-appreciated yet essential segment.”

There is great opportunity for integrating the hidden middle of food value chains, especially as countries are actively revising their Nationally Determined Contributions (NDCs) for submission by 2025 – a crucial step toward aligning policy with climate goals and ensuring this vital segment receives the funding it deserves. Transformative public-private partnerships will also be essential for scaling up the infrastructure and innovations needed to unlock the hidden middle’s potential.

“Success in this area would help ensure a future where the hidden middle operates efficiently to reduce emissions, support livelihoods, and bolster food security for all communities around the globe.”

What’s next? Looking ahead to COP30 in Brazil

The outcomes of COP29 have laid a strong foundation for the future of food systems transformation. Tetra Pak has long been committed to enabling change in food systems, and our support of improvement within the hidden middle continues this work, helping the transition to secure, sustainable, and resilient food systems. From advanced manufacturing processes to renewable energy-powered processing equipment and sustainable packaging solutions, we are working to extend the shelf life of foods and reduce waste throughout the supply chain.

“Looking ahead to COP30 in Belem, Brazil, there is growing momentum for policy shifts and funding initiatives to improve midstream food systems infrastructure,” says Lars. “This is hopeful – and success in this area would help ensure a future where the hidden middle operates efficiently to reduce emissions, support livelihoods, and bolster food security for all communities around the globe.”

Learn more about the hidden-middle and other related topics discussed at COP29 here.