Tag: 3BL

Henkel’s two business units, Adhesive Technologies and Consumer Brands, are united by the pioneering spirit to reimagine and improve everyday life – today and for generations to come. Building on a strong legacy of more than 145 years, our brands and products play an important role in the lives of millions of people and help to transform entire industries. In this series, Beyond the Brand, you will learn about how Henkel’s top brands are contributing to organizational goals and innovating constantly to serve and succeed on behalf of customers, consumers, and partners.

This edition’s featured brand is Snuggle® laundry products. Read on for more about the history, purpose, innovations, sustainability, and pioneering spirit of the team that goes far beyond the Snuggle® brand.

The History of Snuggle® Brand

The Snuggle® brand of laundry products has long been known for its mascot, the Snuggle® Bear! The cultural icon was created in 1986, and the cozy face quickly grew in popularity — making an appearance in the 1987 Thanksgiving Day Parade, and being named an “Icon of the Year” by Advertising Week’s Madison Avenue Walk of Fame in 2014.

As Snuggle® Bear has represented the brand for decades, the team behind the brand has also been driving creative innovation and bringing high-quality laundry products to consumers across the United States.

The Purpose of Snuggle® Brand

The Snuggle® brand is committed to making the world a cozier place, bringing the comfort of home to families everywhere.

Innovations from the Snuggle® Brand

The Snuggle® brand consistently seeks ways to stay at the forefront of the industry, with innovations over the years that bring new and exciting scents, functionalities, and results into consumers’ laundry rooms.

Snuggle® Scent Boosters are designed to boost your laundry with long-lasting freshness, with laundry crystals that dissolve in water at all temperatures, are safe on all fabrics, and provide up to 12 weeks of freshness*.

The brand’s extensive portfolio of other products like liquid fabric softeners and dryer sheets come in unique scents like Island Hibiscus™, Lavender Breeze™, and Super Fresh® Spring Burst® with key capabilities in odor elimination technology, static reduction, color protection, and lint & pet hair repellent.

Sustainability from the Snuggle® Brand

The Snuggle® brand is proud to be a part of Henkel’s defined sustainability targets to reduce emissions, become net zero by 2045, and contribute to the circular economy. Snuggle® Scent Booster bottles are made with 100% recycled plastic**, and Snuggle® dryer sheet cartons can be recycled in any location where paper is accepted across North America.

Henkel has also introduced concentrated formulas and packaging across all®, Persil® and Snuggle® liquid laundry products. This update offers laundry-doers fragrance at a more concentrated level per load – reducing the required dose for every wash.

In addition, Snuggle® products empower their consumers to reduce their environmental footprint in the laundry room. Their website and digital campaigns share pro tips like washing your laundry at low temperatures to reduce energy consumption, fully loading your washing machine to reduce water use, using the proper amount of detergent as instructed on the label to help prevent overconsumption, and to use products with selective ingredients like Snuggle® Crystals Scent Boosters, which are made with a formula that is 95% naturally derived, with additional ingredients including fragrance.

Beyond the Snuggle® Brand

After decades of love from consumers across the nation, the brand launched a refresh in 2024! A campaign complete with digital activation and a brand-new design for the iconic Snuggle® Bear mascot not only emphasizes how Snuggle® products enhance comfort with its collection of liquid fabric softeners, dryer sheets and scent booster crystals, but also underscores the role of scent cues in evoking the familiar feeling of home. 

The digital content crafted for this campaign is designed to resonate with a broad audience through compelling storytelling and creative visuals. The content celebrates the range of products designed to appeal to all, emphasizing the joy of embracing both softness and freshness after every wash.

As the Snuggle® brand takes their mission beyond their iconic brand, the way forward is centered around the powerful connection between scent, softness, and the feeling of home. This initiative celebrates the cherished familiarity of Snuggle® product’s beloved scents while highlighting the comforting touchpoints of softness that evoke a sense of home. Whether near or far, Snuggle® products remind consumers that the feeling of home is always within reach, making every moment more comfortable.

* Out of storage
**Excluding cap and label

Originally published on Aflac Newsroom

Aflac hit a home run for the heart with its annual Night at the Ball Park, an event hosted by Aflac for the Aflac Cancer and Blood Disorders Center of Children’s Healthcare of Atlanta. Patients, their families and center staff members enjoyed a night of baseball and all the excitement that comes with it, from the smell of popcorn in the air to the unmistakable crack of a baseball meeting the bat.

Since the treatment journey can be tough at times, events like the Night at the Ball Park are not only fun, but important. They are meaningful opportunities for people with the unique experience of facing illness to come together over the national pastime.

“Every year, Aflac is proud to be part of an event that brings joy to patients, family and staff from the Aflac Cancer and Blood Disorders Center,” said Buffy Swinehart, senior manager, Corporate Social Responsibility.

The kids were able to get creative with coloring stations, and Aflac also handed out fun goody bags, which included coloring books and the 2023 limited edition Pediatric Cancer and Sickle Cell Awareness plush duck. This little guy is also available on the Aflac Childhood Cancer Campaign website. Proceeds from each purchase help support the Aflac Childhood Cancer Foundation. 

The Aflac Cancer and Blood Disorders Center is a leader in pediatric cancer and blood disorders treatment and research and has the largest pediatric sickle cell disease program in the United States. More than 500 new patients were treated in 2024, and the center treats more than 2,100 individual pediatric sickle cell disease cases every year.

To learn more about the Aflac Cancer and Blood Disorders Center, including ways to support, visit CHOA.org.

Z2500631      

Exp 8/26

HILLSIDE, Ill., August 12, 2025 /3BL/ – Charles’ journey began with a simple but powerful question: “What’s next?” Like so many students approaching the end of high school, Charles was nearing what’s often referred to as “the cliff” — that uncertain moment when school ends, and adult life begins without a clear plan.

With the support of his vocational coordinator, Charles started exploring employment options. But like so many others with disabilities, he faced multiple roadblocks: unclear career goals, transportation challenges, and limited opportunities. He initially inquired about working in a distribution center, but he was turned away due to safety concerns and inexperience.

That setback didn’t stop him. Instead, it led him to Aspire’s Employment Training Program. And with one acceptance letter, that cliff started to look a lot more like a launchpad.

Charles Davis is one of the first graduates of Aspire’s new Employment Training Program, a bold workforce initiative designed to close a longstanding gap in the U.S. labor force: the employment of people with disabilities. Fueled by a grant, the program doesn’t just train young adults with disabilities — it transforms them into job-ready talent for high-demand industries like warehousing and distribution.

From day one, Charles stood out. He took careful notes, asked questions, and quickly mastered critical safety protocols. He was patient with himself and eager to learn, a combination that helped him thrive in the program’s simulated warehouse environment.

Charles was later matched with Wesco for an internship, where he brought that same focus and determination. He excelled as a wire spooler, a fast-paced and detail-oriented role, and received consistent praise from his supervisors. He wasn’t just gaining experience, he was proving his value.

For Charles, this was life changing. “I’ve always wanted a job like this,” he said. “So, learning how to pick and order things in the program really helped me get ready for the internship at Wesco.”

The Program That Opened the Door

Aspire’s model begins with ten weeks of hands-on training in a simulated warehouse environment, built in partnership with leading companies like Wesco, Parts Town, Infios and KeHE. Trainees learn real-world skills — from order picking and inventory management to communication and problem-solving. Then comes a guaranteed eight-week paid internship at one of Aspire’s employment partners, giving businesses the opportunity to try out new employees before committing to a permanent hire.

But for Charles, it wasn’t just about skills. It was about growth. “I used to be scared to ask for help,” he said. “But now I know it’s okay. I’ve gotten better at speaking up. I like helping other people and making sure we’re all doing things the right way. I’m learning new skills every day and getting better at staying focused.”

By the time Charles’s internship ended, he’d already made his case: he was dependable, enthusiastic, and effective. Wesco hired him as a full-time employee — and paired him on a shift with one of his favorite managers from his time as an intern. Their rapport is obvious, and it’s created the kind of supportive environment where Charles continues to thrive.

“He showed up eager to learn, and by his first week on the job, he was already exceeding his daily quota,” said Frank, Charles’ manager. “Charles is exactly the kind of employee we need more of — motivated, team-oriented and always looking to improve.”

An Untapped Talent Pool

Charles’s story isn’t just a feel-good anecdote — it’s a case study in what happens when business needs and inclusive training come together. Despite recent progress, unemployment among people with disabilities remains nearly twice as high as for those without, according to the U.S. Bureau of Labor Statistics. At the same time, employers in similar industries are struggling to fill high-turnover roles.

Aspire’s program is designed to solve both problems at once. Research shows that hiring individuals with disabilities isn’t just the right thing to do, it’s smart business:

• Companies report 50% lower turnover rates among employees with disabilities.
• There are 33% fewer safety incidents.
• Productivity levels are 25% higher.

“At Aspire, we reject the outdated charity-based model that frames disability inclusion as a moral obligation alone,” says Serena Alaily, CEO of Aspire. “Our model is grounded in performance, not unconditional support. Our workforce development program trains, mentors, and places individuals in jobs where they can thrive—and where businesses can thrive because of them.”

Building Inclusive Workplaces That Work

Charles now works a later shift at Wesco — one that matches his manager’s hours and provides the kind of mentoring and camaraderie that helps him succeed. He enjoys the structure of the work and being part of a team. “I like making sure everyone is doing things the right way,” he said. “It feels good to be helpful.”

The support he’s received from his coworkers and supervisors has made a lasting impact. “They made it really easy to feel welcome and supported,” Charles said. “They are so nice to us being there, and so helpful with us.”

Wesco, a Fortune 500 company with more than 20,000 employees globally, sees this partnership as part of its broader commitment to community engagement and inclusive growth. “We’re proud to partner with Aspire to help build a stronger, more inclusive workforce,” said Wilfred Rivera, Vice President, U.S. Operations at Wesco. “Their mission aligns with our values, and we’ve seen firsthand how impactful workforce development can be — empowering individuals and strengthening communities. It’s been a truly rewarding experience for everyone involved.”

A Blueprint for the Future

Aspire is already preparing to expand its training model into additional industries beyond warehousing, with the next being food service, which shares similar characteristics to the warehouse industry; high demand, repetitive tasks, and consistent churn. These environments are ideal for replicating Aspire’s model. The organization is actively seeking new employer partners in Chicagoland and beyond — especially in sectors facing talent shortages.

“We can’t do this alone. We’re calling on forward-thinking business leaders across Chicagoland and beyond to join us. By partnering with Aspire, companies in the distribution and food service industries can strengthen their workforce, support inclusive communities, and lead their industries into a more equitable future,” says Alaily. “Let’s pave a new path together.”

Charles’ story is proof that with the right training, support and opportunity, young adults with disabilities can become some of the workforce’s most valued contributors. He’s not just succeeding; he’s showing others what’s possible.

“I’m proud of myself,” Charles said. “I was nervous at first, but now I’m part of the team.”

About Aspire

Aspire is a nonprofit organization dedicated to empowering people with disabilities through bold innovation, inclusive employment, and community partnerships. Since 1960, Aspire has supported individuals and families across the Chicagoland area and Southern Wisconsin. Learn more at https://aspirechicago.com.

The contents of this article were developed under a grant from the U.S. Department of Education (Department). The Department does not mandate or prescribe practices, models, or other activities described or discussed in this document. The contents of this article may contain examples of, adaptations of, and links to resources created and maintained by another public or private organization. The Department does not control or guarantee the accuracy, relevance, timeliness, or completeness of this outside information. The content of this article does not necessarily represent the policy of the Department. This publication is not intended to represent the views or policy of or be an endorsement of any views expressed or materials provided by any Federal agency.

About Wesco

Wesco International (NYSE: WCC) builds, connects, powers and protects the world. Headquartered in Pittsburgh, Pennsylvania, Wesco is a FORTUNE 500® company with approximately $22 billion in annual sales in 2024 and a leading provider of business-to-business distribution, logistics services and supply chain solutions. Wesco offers a best-in-class product and services portfolio of Electrical and Electronic Solutions, Communications and Security Solutions, and Utility and Broadband Solutions. The Company employs approximately 20,000 people, partners with the industry’s premier suppliers, and serves thousands of customers around the world. With millions of products, end-to-end supply chain services, and leading digital capabilities, Wesco provides innovative solutions to meet customer needs across commercial and industrial businesses, contractors, educational institutions, government agencies, technology companies, telecommunications providers, and utilities. Wesco operates more than 700 sites, including distribution centers, fulfillment centers, and sales offices in approximately 50 countries, providing a local presence for customers and a global network to serve multi-location businesses and global corporations. Learn more at https://www.wesco.com.

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At Covia’s Troy Grove Resin plant, operations are about more than process and production – they’re about people.

Just ask Jennifer Perry, Troy Grove Resin’s operations manager and a driving force behind the plant’s continued growth and success. From her start as a lab tech to overseeing a team of 17, Jennifer’s journey is one marked by curiosity, resilience, and a commitment to continuous improvement.

From the Lab to Leadership

Jennifer’s journey with Covia began in 2013 as a lab technician. In 2016, she moved into the role of quality coordinator at Troy Grove Resin, where she managed the lab and quality management systems for the plant’s resin-coated sand products.

“I have a college degree, but you don’t go to school for manufacturing resin-coated sand,” Jennifer said. “Covia gave me the opportunity to get out there and learn, and that opened the door for me to spread my wings and continue to grow.”

Jennifer’s growth continued thanks to her hard work and drive to learn. She made the leap from quality into operations in 2023, gaining hands-on experience across different sites before returning to Troy Grove Resin as one of only a few female operations managers at Covia.

These days, Jennifer leads daily production scheduling, oversees formula adjustments with technical teams, and collaborates closely with sales on customer opportunities. Her broad experience from extraction to operations allows her to adapt as needed and support her team in many ways.

“We’re a small group here, so it’s not just really one job,” Jennifer explained. “I help anywhere that I need to help, whether that’s ordering additives or working with sales about different customer opportunities.”

Driving Efficiency, Reducing Waste

Troy Grove Resin may be relatively small compared to other plants, but it’s delivering big results. Jennifer and her team are constantly looking for ways to make their facility better.

One notable example Jennifer highlighted was the team’s efforts to examine their inventory initiatives and minimize waste. This process included finding ways to manage warehouse space more effectively, move inventory quicker, and minimize downtime. These efforts helped reduce waste by more than 20% over the last year, all while helping Troy Grove Resin deliver better, faster, more consistent products to customers.

“Resin-coated sand keeps you guessing, and it’s fascinating once you learn about it,” Jennifer shared. “This facility has a lot of potential, and we’re working every day to make it even better.”

Growth Fueled by Opportunity and Mentorship

Jennifer credits much of her growth to Covia’s culture of internal development, and she’s eager to provide the same experience for the next generation of leaders to start in the lab and work their way up in the organization.

“The opportunity for our employees to advance and learn is something you can’t put a price on,” Jennifer explained. “When you are willing to give employees opportunities to grow and move up within the company, you have this tribal knowledge that you can’t replace with a degree or anything like that.”

Troy Grove Resin has several team members who have worked at the plant for more than 30 years, and Jennifer says she still learns from them every day. According to her, these veterans set the standard at the plant and are tremendous resources for younger employees looking to grow.

While Jennifer is an avid believer in the value of experience, she also appreciates the power of new perspectives. She actively pushes new team members to share their ideas to help her team find ways to improve their processes.

“If they see things in the facility that they think they can improve, speak up because there’s no bad ideas,” Jennifer said. “Having that breath of fresh air at a facility is valuable, because even if you don’t bring the winning idea, it might generate the winning idea.”

A Leader Shaped by Life at Home

Managing the day-to-day production of a plant is no simple task. However, some of the challenges at the plant can seem simple in comparison to another critical responsibility – raising three boys.

“Anyone who has raised three of them knows it can be a little bit chaotic at times.” Jennifer said. “They’ve taught me so much about how to talk to people and how to be resilient when challenges come.”

Jennifer prioritizes finding a healthy work-life balance due to her responsibilities at home and at Troy Grove Resin. She enjoys coming to work and being part of such a close-knit team. Outside of work, she leads an active and fulfilling life. She starts most mornings with a workout before heading to the plant. She’s embraced the sourdough baking trend—and with it, the nickname “sourdough mama.” Jennifer’s love for sports continues through playing with her kids and coaching basketball in her local community, which is an extension of her collegiate basketball experience. On Sundays, Jennifer teaches Sunday school at the church she has attended for over 35 years. This brings its own set of challenges and laughs, especially when her own children are in the class. Between her professional responsibilities and personal passions, Jennifer definitely stays busy—but she wouldn’t have it any other way.

Building a Positive Future

At the heart of Troy Grove Resin is a sense of camaraderie and pride. Whether it’s improving a process, mentoring a new teammate, or volunteering in the community, Jennifer believes success is shared.

“You feel good about what you’re doing here,” she said. “It’s a very positive environment, and I look forward to continuing to build on that.”

As Covia invests in its people and facilities, leaders like Jennifer Perry are making sure that growth is grounded in experience, driven by innovation, and shaped by the values that matter most.

SWORDS, Ireland, August 12, 2025 /3BL/ – Trane Technologies (NYSE:TT), a global climate innovator, today announced the launch of the BrainBox AI Lab – igniting a new era in energy optimization for heating, ventilation, and air conditioning (HVAC) solutions in the built environment and refrigerated transport.

The Trane Technologies BrainBox AI Lab is dedicated to advancing technologies designed to support more intelligent, efficient, and sustainable building operations across the industry. With the infusion of AI through Trane Technologies’ products, solutions, and operations, the organization is poised to lead the market transition towards fully digitized building operations in alignment with its sustainability principles.

“Through the BrainBox AI Lab, we are bringing together world-class talent and industry-leading technology to shape the next generation of climate innovation,” said Riaz Raihan, Chief Digital Officer, Trane Technologies. “Demand continues to grow for solutions that reduce energy, emissions and operational costs. This premier lab is an important element in our strategy to remain at the forefront of digital and AI solutions that create positive impact for our customers and the world.”

The new BrainBox AI Lab serves as a hub for rigorous research, collaboration, and real-world testing to set new standards within the industry and beyond. This network of AI experts within Trane Technologies will continue to advance autonomous control systems, predictive models, and algorithms aimed at reducing emissions through smarter energy use. The BrainBox AI Lab will also focus on evolving fields of study, including agentic AI and the application of physics-informed neural networks, enabling total digital transformation for the built environment.

“AI is accelerating at a pace few could have imagined, unlocking extraordinary opportunities to solve some of humanity’s greatest challenges,” said Jean-Simon Venne, President at BrainBox AI and Head of the AI Lab. “Our responsibility is not just to innovate quickly, but to also ensure that it is being done wisely and sustainably. The BrainBox AI Lab will define what is next for AI within the industry.”

Leveraging a multidisciplinary team of technical experts including software engineers, data scientists, AI researchers, machine learning developers and AI engineers, this AI Lab will be guided by the following principles:

• Product Creation: Turning breakthrough ideas and discoveries into ready-to-use products and applications – moving past the concept phase and into real-world impact.
• Research & Development: Teaming up with world-class researchers and universities to push scientific discovery and shape the future of AI in energy management.
• Ethics & Guardrails: Embedding ethical and responsible AI principles and safeguards into how we design, develop, and deploy our solutions.
• Sustainability: Creating AI technologies that support energy optimization and reduction of global carbon emissions in support of Trane Technologies’ ambitious 2030 Sustainability Commitments.

Trane Technologies acquired BrainBox AI in January 2025 amid fast-growing demand for sustainable, autonomous building solutions, bringing industry-leading autonomous HVAC controls and generative AI building technologies to more customers. The companies previously teamed up for more than two years, combining BrainBox AI’s leading artificial intelligence technology with Trane Technologies’ advanced building management and digital capabilities.

For more information, visit Trane Technologies BrainBox AI Lab.

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About Trane Technologies
Trane Technologies is a global climate innovator. Through our strategic brands Trane® and Thermo King®, and our portfolio of environmentally responsible products and services, we bring efficient and sustainable climate solutions to buildings, homes and transportation. Visit tranetechnologies.com.

Forward-Looking Statements
This news release includes “forward-looking statements” within the meaning of securities laws, which are statements that are not historical facts, including statements that relate to our artificial intelligence product and service innovations, our sustainability initiatives, and the anticipated impact of these innovations and initiatives. These forward-looking statements are based on our current expectations and are subject to risks and uncertainties, which may cause actual results to differ materially from our current expectations. Factors that could cause such differences can be found in our Form 10-K for the year ended December 31, 2024, as well as our subsequent reports on Form 10-Q and other SEC filings. New risks and uncertainties arise from time to time, and it is impossible for us to predict these events or how they may affect the Company. We assume no obligation to update these forward-looking statements.

SWORDS, Ireland, August 12, 2025 /3BL/ – Trane Technologies (NYSE:TT), a global climate innovator, today announced the launch of the BrainBox AI Lab – igniting a new era in energy optimization for heating, ventilation, and air conditioning (HVAC) solutions in the built environment and refrigerated transport.

The Trane Technologies BrainBox AI Lab is dedicated to advancing technologies designed to support more intelligent, efficient, and sustainable building operations across the industry. With the infusion of AI through Trane Technologies’ products, solutions, and operations, the organization is poised to lead the market transition towards fully digitized building operations in alignment with its sustainability principles.

“Through the BrainBox AI Lab, we are bringing together world-class talent and industry-leading technology to shape the next generation of climate innovation,” said Riaz Raihan, Chief Digital Officer, Trane Technologies. “Demand continues to grow for solutions that reduce energy, emissions and operational costs. This premier lab is an important element in our strategy to remain at the forefront of digital and AI solutions that create positive impact for our customers and the world.”

The new BrainBox AI Lab serves as a hub for rigorous research, collaboration, and real-world testing to set new standards within the industry and beyond. This network of AI experts within Trane Technologies will continue to advance autonomous control systems, predictive models, and algorithms aimed at reducing emissions through smarter energy use. The BrainBox AI Lab will also focus on evolving fields of study, including agentic AI and the application of physics-informed neural networks, enabling total digital transformation for the built environment.

“AI is accelerating at a pace few could have imagined, unlocking extraordinary opportunities to solve some of humanity’s greatest challenges,” said Jean-Simon Venne, President at BrainBox AI and Head of the AI Lab. “Our responsibility is not just to innovate quickly, but to also ensure that it is being done wisely and sustainably. The BrainBox AI Lab will define what is next for AI within the industry.”

Leveraging a multidisciplinary team of technical experts including software engineers, data scientists, AI researchers, machine learning developers and AI engineers, this AI Lab will be guided by the following principles:

• Product Creation: Turning breakthrough ideas and discoveries into ready-to-use products and applications – moving past the concept phase and into real-world impact.
• Research & Development: Teaming up with world-class researchers and universities to push scientific discovery and shape the future of AI in energy management.
• Ethics & Guardrails: Embedding ethical and responsible AI principles and safeguards into how we design, develop, and deploy our solutions.
• Sustainability: Creating AI technologies that support energy optimization and reduction of global carbon emissions in support of Trane Technologies’ ambitious 2030 Sustainability Commitments.

Trane Technologies acquired BrainBox AI in January 2025 amid fast-growing demand for sustainable, autonomous building solutions, bringing industry-leading autonomous HVAC controls and generative AI building technologies to more customers. The companies previously teamed up for more than two years, combining BrainBox AI’s leading artificial intelligence technology with Trane Technologies’ advanced building management and digital capabilities.

For more information, visit Trane Technologies BrainBox AI Lab.

###

About Trane Technologies
Trane Technologies is a global climate innovator. Through our strategic brands Trane® and Thermo King®, and our portfolio of environmentally responsible products and services, we bring efficient and sustainable climate solutions to buildings, homes and transportation. Visit tranetechnologies.com.

Forward-Looking Statements
This news release includes “forward-looking statements” within the meaning of securities laws, which are statements that are not historical facts, including statements that relate to our artificial intelligence product and service innovations, our sustainability initiatives, and the anticipated impact of these innovations and initiatives. These forward-looking statements are based on our current expectations and are subject to risks and uncertainties, which may cause actual results to differ materially from our current expectations. Factors that could cause such differences can be found in our Form 10-K for the year ended December 31, 2024, as well as our subsequent reports on Form 10-Q and other SEC filings. New risks and uncertainties arise from time to time, and it is impossible for us to predict these events or how they may affect the Company. We assume no obligation to update these forward-looking statements.

Like other technology breakthroughs, AI offers enormous opportunities to reimagine solutions to the world’s pressing challenges. However, to harness AI’s power and potential effectively, we must work together to ensure it is used ethically, responsibly, and inclusively.

As a natural extension of our work to help close the data divide, Splunk is partnering across sectors on using AI for good. We’re thrilled to count Fast Forward, an organization focused on scaling tech nonprofits, as a deeply valued partner in that work. For many years, we’ve shared a commitment to empowering tech nonprofits, with an increasing focus on the impactful, AI-powered nonprofits that make up the growing AI for Humanity movement.

Splunk is proud to support Fast Forward’s Accelerator and other key programs through grantmaking and skills-based volunteering, with Splunkers providing feedback and expertise to Accelerator portfolio organizations. Splunk’s strategic grantees include seven alums of Fast Forward’s Accelerator, yet another way we partner to help promising tech nonprofits scale. We are excited to highlight two of those outstanding organizations: Closegap and Ersilia.

“AI-powered nonprofits are proving that AI can serve as a force for good across health, climate, and education. With partners like Splunk, we can accelerate this movement—supporting tech-driven solutions designed with humanity at their core.”
—Kevin Barenblat, co-founder of Fast Forward

Using AI to Identify Crises and Facilitate Meaningful Connection

The youth mental health crisis has intensified over the past decade; yet with school counseling departments understaffed and overwhelmed, many young people slip through the cracks. Today, the average delay between the onset of mental health needs and intervention is 11 years.

Closegap is on a mission to improve the mental health of K-12 students by equipping schools with free, fun, and interactive mental health check-ins.

Students answer a series of questions about their emotions, energy level, and physical needs, and the responses are organized and delivered to staff to allow for real-time intervention. Those check-ins have uncovered issues from mild to serious; they have helped prevent suicides and uncover cases of self-harm, assault, and bullying. Closegap has served over 300,000 students in all 50 states, with over nine million check-ins.

AI is helping Closegap further increase its effectiveness and reach. Closegap is using deep learning methods that improve the triage and classification of student needs, helping staff respond to students faster. It’s also using large language models (LLMs) to provide crisis alerts and generate messages to students who wish to speak to an adult. Those enhancements mean school staff can reach more students, do it faster, and ensure students get the support they need when they need it.

Ultimately, Closegap seeks to not only help educators respond to students in crisis but also address underlying issues students face, like stress and arguments with peers and parents. By following up after check-ins, educators and students build strong relationships rooted in empathy and trust, which enhance mental well-being and healthier school communities.

Transforming Drug Discovery in Africa with AI/ML Technology

Africa faces a staggering burden of communicable diseases, exacerbated by limited healthcare infrastructure and an underfunded drug development ecosystem. Recognizing this challenge, Splunk social impact partner Ersilia, through its Open Source Initiative, is revolutionizing the fight against infectious diseases by equipping African scientists with cutting-edge AI/ML tools while fostering a sustainable health research ecosystem.

Leveraging Splunk’s technology, funding, and skilled employee expertise, Ersilia has made significant strides in improving drug discovery and empowering local researchers. Splunk’s support has been instrumental in enabling Ersilia to streamline data ingestion and analytics, saving over 700 hours of manual work annually. This partnership has led to a 10x improvement in antimalarial drug candidate discovery and facilitated the training of over 150 scientists, including through workshops like the “AI for Drug Discovery” event in Ghana.

Central to this collaboration is the Ersilia Model Hub, an open-source platform offering low-code access to pre-trained AI/ML models tailored for neglected and infectious disease research. Splunk’s contributions have enhanced the Hub’s monitoring and analytics capabilities, enabling Ersilia to track model usage and improve performance across its four-phase deployment plan—from internal monitoring to local deployment in low-resourced settings in the Global South.

Ersilia’s impact extends internationally, fostering partnerships across Africa, South America, and beyond, with organizations like the H3D Centre in Cape Town and the University of Buea in Cameroon. With Splunk’s support, Ersilia is advancing its mission to close the data divide, democratize access to AI technologies, and empower Africa-led scientific research to address global health inequities.

Working Together for a Human-Centered Future

Both nonprofits exemplify the extraordinary good that can result when cutting-edge AI enables innovation. Many social impact organizations are racing to leverage the transformative power of AI, but Fast Forward’s Kevin Barenblat reminds us that the type of tech-fueled success enjoyed by Closegap and Ersilia rarely happens in a vacuum.

“We’re seeing a surge in nonprofits using AI to tackle global issues,” he notes. “But building sustainable, impactful solutions takes support. By partnering with AI-driven nonprofits, more companies can be part of creating a human-centered future.”

To learn more, visit Fast Forward’s website to dive deeper into its Accelerator and other resources for nonprofits.

View original content here.

Originally published in Principal Financial Group 2024 Sustainability Report

Integrating sustainable investing practices

Our global investment philosophy

We aim to provide clients with sustainable investment options that offer competitive, risk-adjusted returns and utilize a holistic view of factors influencing risk and return to help create added value for clients over time.

Our approach

Our sustainable investing beliefs are grounded in fostering relationships with investors and communities by offering products and solutions that align with their values.

Our philosophy includes:

• Consideration of environmental, social, and governance (ESG) integration
• Creating sustainable investment products
• Engagement and stewardship
• Responsible proxy voting

Sustainable investing oversight and collaboration

Principal Asset Management^SM has multiple levels of oversight and collaboration for sustainable investing. Our Sustainable Investing Oversight Committee helps assure implementation of funds and strategies in accordance with the appropriate sustainability-related definitions. Our Sustainable Investment Council supports the sharing of best practices among investment professionals when they’re constructing and managing client portfolios. Finally, our Sustainable Investing Team helps ensure our investment professionals have the information and resources they need to create and maintain sustainable investment products and solutions for clients.

• $712.1B: Principal Financial Group, Inc. total assets under management (AUM) in billions as of December 31, 2024
• $559.1B: Principal Asset Management – Investment Management¹ managed AUM in billions as of December 31, 2024

For purposes of our sustainability report, as of December 31, 2024, the assets under management for Principal Financial Group were $712.1 billion, of which $559.1 billion is managed by Principal Asset Management – Investment Management and $124.3 billion is managed by Principal Asset Management – International Pension.

Our actions and performance in 2024

Throughout 2024 we continued advancing our sustainable investing efforts:

• Provided access to sustainable investing training to all Principal employees to empower them to understand our sustainable investment capabilities to better serve clients and customers.
• Firm’s sustainable investing AUM² increased to approximately 63%, with market appreciation and client demand as contributing factors.
• Introduced an enhanced Principal Asset Management sustainable investing website that provides an improved user experience and a wider array of resources to help investors understand the crucial elements of our sustainable investing capabilities across the globe.
• Launched six new sustainable investment products based on client demand.

What’s next

In 2025, the European Union’s Corporate Sustainability Reporting Directive (CSRD), climate regulations in California, and climate- related disclosures in Singapore all require insight into portfolio emissions. We are making progress on collecting and analyzing scope 3 emissions data. As the first CSRD reports are being published, we expect data coverage from underlying companies to continue to improve as a result.

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

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

¹In the fourth quarter of 2024, we implemented changes to our Principal Asset Management segment to align the global operations by business function. Prior to the fourth quarter of 2024, our Principal Asset Management segment was organized into Principal Global Investors and Principal International. The Principal Asset Management segment, is now organized into Investment Management and International Pension. The change has been applied retrospectively, which did not have an impact on our consolidated financial statements. Principal Asset Management^SM is the trade name of Principal Global Investors, LLC. See Important Information page 79 for AUM description.

²AUM representative of Principal Asset Management – Investment Management as of December 31, 2024. AUM that are sustainable investment products are internally classified by Principal Asset Management^SM and not by any third party or regulatory body. Principal Asset Management^SM is the trade name of Principal Global Investors, LLC. See Important Information page for AUM description.

Senior Environmental Consultant Justin Dycus grew up fishing on the Pee Dee River. Today, he’s helping lead Duke Energy’s efforts to restore it.

As a senior environmental consultant, Justin spends his days monitoring water quality, tracking fish populations, and restoring ecosystems across the Carolinas.

From electrofishing surveys to spawning studies, Justin’s work is helping species like the American shad return to rivers they haven’t reached in over a century.

Duke Energy

Duke Energy (NYSE: DUK), a Fortune 150 company headquartered in Charlotte, N.C., is one of America’s largest energy holding companies. The company’s electric utilities serve 8.4 million customers in North Carolina, South Carolina, Florida, Indiana, Ohio and Kentucky, and collectively own 54,800 megawatts of energy capacity. Its natural gas utilities serve 1.7 million customers in North Carolina, South Carolina, Tennessee, Ohio and Kentucky. 

 Duke Energy is executing an ambitious energy transition, keeping customer reliability and value at the forefront as it builds a smarter energy future. The company is investing in major electric grid upgrades and cleaner generation, including natural gas, nuclear, renewables and energy storage. 

 More information is available at duke-energy.com and the Duke Energy News Center. Follow Duke Energy on X, LinkedIn, Instagram and Facebook, and visit illumination for stories about the people and innovations powering our energy transition. 

View original content here.

 

Originally published by Black & Veatch

Once again in 2024, U.S. power utilities got an unwelcomed reminder of the disruptions of devastating weather events, punctuated by the above-average Atlantic hurricane season accurately predicted. Coming off that assault from deadly hurricanes Beryl, Debby and the one-two punch of Helene and Milton — knocking out power to millions of homes and businesses — there’s a new warning power providers in vulnerable areas should heed: Buckle up for another potentially rocky ride this year. 

The National Oceanic and Atmospheric Administration expects a six-in-10 chance of an above-normal hurricane season, which traditionally runs from June 1 through November. That administrative overseer of the National Weather Service forecasts that of 13 to 19 total named storms, six to 10 will become hurricanes packing winds of at least 74 mph. Three to five of those will be major hurricanes Category 3 — winds exceeding 111 mph — or stronger. Of 14 tropical storms that crop up during an average year, half spin into hurricanes, based on weather records dating from 1991 to 2020. 

While power utilities always think preparedness, the advent of yet another hurricane season should be an urgent incentive to get robust response plans in order for when nature breaks through grid defenses. Outside of coastal areas, utilities would be equally wise to take similar measures to mitigate their own significant storms – and other fallout, including wildfires, droughts and landslides – that significantly blunt their ability to keep electricity flowing. 

Pressure is mounting to invest in grid upgrades that enhance operational resiliency, as well as to marshal the resources – from boots and specialized trucks on the ground to drones in the sky – along with other technologies and essential replacement parts such as poles and transformers.

It’s about being proactive and reactive, leveraging the expertise of a critical infrastructure solutions provider to formulate a multi-dimensional game plan. 

Before the Storm

Last year’s hurricane destruction simply added to already staggering stats: Since 1980, the United States now has sustained 403 weather and climate disasters in which damages and costs of each has been at least $1 billion, according to NOAA. The total bill — an astounding $2.915 trillion. 

Persisting challenges range from chronically aging infrastructure to the growing need to integrate renewable energy onto the grid, all while maintaining robust, yearlong vegetation management programs that protect above-ground power lines. As a consultancy and resiliency expert with more than a century of expertise in the power sector, Black & Veatch has seen many power providers take emergency preparedness very seriously, often regularly doing exercises to test and hone their reactions to hypothetical storm scenarios. Black & Veatch’s 2024 Electric Report – based on a survey of more than 700 U.S. electric sector stakeholders – shows holistic storm readiness to be a work in progress. One-quarter of respondents don’t do climate-related disaster scenario planning to prepare for potential disruptive weather events, while nearly one in four don’t explicitly factor climate risk into their planning. That said, power providers should consider enlisting experts in climate risk modeling with predictive analytics that can reveal when existing infrastructure and physical assets may be at risk in the near and long term – and help inform what, where and when to prioritize climate risk mitigation measures. In the meantime, utilities should: 

• Review and update their emergency response plans to ensure strong collaboration with federal, state and local emergency management agencies.
• Ensure their plans outline their personnel and resource management processes.
• Conduct exercises and role-playing hypothetical storm scenarios, ferreting out any response gaps and learning how to better stay atop weather reports, heeding any shifts in an approaching storm’s track to position recovery assets at staging areas ahead of landfall.
• Engage local, regional and statewide first responders to ensure everyone is following the same playbook.
• When possible, maintain stockpiles of resources such as transformers, poles and other essential repair supplies.
• Ensure tools are in place to communicate the status of their systems effectively during a crisis. 

After the Storm

As much as powerful storms throw at a vulnerable grid, power utilities can and should respond in kind with everything at their disposal. That starts with thoughtful, technology-driven management of resources, information and personnel under a multi-pronged approach involving digital and physical innovations.

Black & Veatch – and its Bird Electric subsidiary, specializing in storm restoration after extreme weather events – has been a leader in disaster response solutions, from guiding the proactive path toward readiness to being on the front lines of the life-sustaining pushes to get power back on.

Think of it as a full suite of services, steeped in integrated innovations. Such things as digital mapping leveraging advanced analytics capabilities using geospatial technology, along with resource and incident management software, state-of-the-art mobile field command posts that are game changers in restoring power and order, and pop-up “base camps.”

In the end, readiness holds much of the key in ensuring how ultimately the storm response unfolds. While no storm is alike, utilities should make being proactive a priority in setting up the reaction, understanding that significant missteps can fuel public and political pressure along with serious, sometimes preventable scrutiny and scorn.