Tag: 3BL

What happens when yesterday’s landfills become today’s problem—cracking, leaking, or resurfacing in the wake of poor maintenance or climate-driven disasters? In this episode, we dive into how companies and communities are tackling the legacy of contaminated sites, and the best practices shaping a safer, more resilient future for remediation.

Listen now on:
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Time Stamps
(00:00) Landfills: Out of sight, out of mind?

(00:46) Meet the hosts and guests

(01:19) Biggest risks of modern landfills

(02:41) New Zealand’s legacy landfills: A case study

(09:54) Australia’s best practices in landfill management

(16:59) Climate change and its impact on landfills

(22:28) Innovations and global knowledge sharing

(32:15) Key takeaways with the hosts

“The  relationship with landfills is an interesting one. They’re a necessary evil. We all use them to a greater or lesser extent. But I think there’s an element that we don’t want to think about them. We don’t want them to be there. We just want somebody else to deal with them, basically.” – Paul

“ Our landfill space has been relatively well regulated. That’s not to say that we don’t have historic landfills that are sort of forgotten, or our legacy sites…But basically what we’ve got in Victoria is some of the highest standards for landfill design, siting design, operation and rehabilitation in the country. A lot of other states and even other countries use our standards as their default.” – Andrew

We recently donated a retired PSE&G 2013 Freightliner M2106 aerial truck to Mercer County Technical Schools – mctsnj to give students real-world experience as they prepare for careers in skilled trades.

We’re proud to work with several technical schools throughout New Jersey to ensure those interested in skilled trades have the resources and support they need to thrive.

Learn more: http://spr.ly/60474sMfH

View original content here.

Complimentary Webinar

Beyond the Checklist: Building Responsible Sourcing Programs that Work

September 10, 2025 | 12:00 PM ET / 9:00 AM PT

REGISTER

Take your responsible sourcing strategy beyond compliance and toward real-world impact.

Sustainable, ethical supply chains are no longer just a goal; they’re a business imperative and competitive advantage. Forward-thinking companies have moved beyond checklists and basic compliance, turning responsible sourcing into a strategic business advantage that strengthens relationships, reduce risks, and drives brand value.

Whether you’re launching a new initiative or enhancing an existing program, this engaging webinar will guide you in building responsible sourcing strategies that deliver measurable, meaningful results.

Join experienced experts from SCS Global Services as we explore how to:

• Develop comprehensive sourcing programs tailored to your company’s goals and supply chain realities
• Conduct targeted risk assessments to focus efforts where they matter most
• Strengthen supplier relationships through engagement and shared priorities
• Implement traceability systems that verify ethical and sustainable practices
• Benchmark and improve your sourcing policies using global best practices
• Design and implement second-party audits that align with your values and desired outcomes
• Integrate environmental, social, and animal welfare standards into sourcing decisions

With over 40 years of experience across sectors such as coffee, dairy, cocoa, produce and more, SCS brings deep expertise and proven tools to help you transform your sourcing strategy into a driver of trust, transparency, and long-term business growth. Starbucks, Ferrero, and Driscoll’s and many other industry leaders have worked with SCS to advance their sustainable and ethical sourcing practices.

Join us and discover how to build a responsible sourcing program that works across your entire supply chain.

REGISTER HERE FOR THE WEBINAR

By registering, you will get access to the webinar recording.

For inquiries, contact:

Shyama Devarajan 
Senior Marketing Analyst, SCS Global Services 
sdevarajan@scsglobalservices.com

As kids go, Monica Santamaria was always on the move. 

“She absolutely loved swimming, volleyball, decorating and painting,” said her father, Roberto. “Her passion was contagious. She wore us out in a good way. We never saw any hints of physical problems. She was perfectly healthy.”

That all changed when Monica turned 6.

Her parents noticed her body curved to the left when she walked, and a similar curve began forming in her back. Doctors in Monica’s hometown of Managua, Nicaragua did a variety of tests and eventually diagnosed her with scoliosis, a severe and painful curvature of the spine that sometimes afflicts children, generally girls, during growth spurts.

“We had never heard of scoliosis and so the news was devastating,” Roberto remembers. “The more we learned, the more frightened we became.” 

Monica experienced many symptoms: back pain, pain in her lower limbs, cramps, fatigue, headaches, and trouble sleeping. Suddenly the girl with so much energy and love for sports couldn’t participate in gym class or play games that might hurt her back.

“I felt sad because I had so much fun doing those things but then I couldn’t,” Monica said. “Sometimes I had to play by myself because the teachers didn’t want my classmates to hurt me accidentally.” 

From desperation to hope

Scoliosis can often be treated through spine surgery, but such care is not available in Nicaragua. The Santamarias learned through their spine specialist about the medical missions of SpineHope, a U.S. based nonprofit that brings together surgeons, donated medical and surgical equipment, and teams of volunteers to take scoliosis treatment to various countries, including Nicaragua.

“It’s the most altruistic thing I’ve ever seen,” said Toby Hernandez, a sales rep in the Medtronic Cranial and Spinal Technologies Operating Unit who volunteers with SpineHope. “These children, these families, have no other options. They’re desperate. When they learn their child is going to get help, it’s a very emotional moment. Everybody in the room is crying, including us.”

The volunteer teams typically take two to four mission trips every year. Three missions are planned for 2025. Each trip involves prepping, packing, shipping and setting up an entire, functioning operating room in another country — roughly 30 bins of precision medical equipment and spine implants.

“It’s hard work, but it’s life-changing work and it’s all for these families and these children,” said Whitney Scurlock-Wood, a Medtronic spinal sales representative who has volunteered with SpineHope for the last four years. “Seeing the difference we make in people’s lives is just amazing. I take away something from every mission trip I go on.”

The team often performs several procedures on each mission. Occasionally, SpineHope’s case assessment concludes the patient should be brought to the U.S. for surgery, and that’s what happened with Monica.

“It didn’t hurt anymore”

For a month before surgery, Monica wore a halo-gravity traction device, which is a way of gently stretching the spine before surgery. Doctors attached a metal ring to Monica’s head and slowly added weights to a pulley system to apply traction to her spine. Eventually the system weighed 35 pounds, almost half of Monica’s body weight. But the process reduced her spine curvature by almost 50 percent, from 127 degrees to 73 degrees, and prepared her for the surgery.  

Then, volunteer surgeons used donated Medtronic spine products in the procedure to straighten her curved spine.

Several Medtronic volunteers participated in the eight-hour operation.

Monica’s recovery started almost immediately.  “The medical assistants helped her stand up the day after surgery and she took her first steps,” Roberto said. “It was incredible. Amazing.” 

Seven days later, Monica left the hospital, no longer in pain and walking on her own. “It didn’t hurt anymore and I could do the things I liked to do again,” she said. 

Today, Monica is back to swimming, playing volleyball, skating, and painting — activities she always loved but had to limit due to her condition. Her mood changed drastically; her smile is back and she’s happily looking forward to a life full of new possibilities.

“I’m grateful to everyone on my care team for everything they’ve done for me,” Monica said. “They gave me my life back.”

Medtronic has partnered with SpineHope ever since its formation in 2008—helping change the lives of more than 200 young patients.

“Medtronic is so committed to doing the right thing for the right people, Hernandez said. “It’s amazing and inspiring to be a part of it.”

Learn more about Medtronic.

Editor’s Note: The information in this article is not a substitute for talking to your doctor. Always talk to your doctor or other qualified health care provider about your medical condition and the risks and benefits of available treatments. This patient’s story is based on one individual’s experience. Not all patients will experience similar results.

With hurricane season ramping up and severe weather events becoming more frequent, businesses across sectors face increasing pressure to proactively prepare for potential disruption.

In our recent webinar entitled, “Disaster Preparedness: Practical Strategies for Business Continuity,” Lauren Corbett-Noon, Consumer and Industrial Goods Segment Leader at Antea Group, moderated a discussion on this topic featuring Noel Russ, Incident Management (AIM) Service Leader, and Marshall Stageberg, Meteorologist.

In this webinar, they shared practical insights on how organizations can strengthen their weather resilience strategies. Below, here are four key takeaways to help your organization prepare, protect, and respond more effectively.

To listen to the full webinar, click the link: Webinar: Disaster Preparedness: Practical Strategies for Business Continuity by Antea Group USA

1. Contingency Planning Requires Ownership

A plan sitting on a shelf isn’t a preparedness strategy—it’s a missed opportunity. Organizations are finding it beneficial to go beyond writing emergency response and business continuity plans. At the minimum, these plans must be:

• Up to date and reviewed regularly
• Assigned to a responsible owner within the company
• Practiced through regular drills with employees and responders
• Backed by employee training and accessible in both digital and hard copy formats

Not keeping your contact information, site details, or procedures up to date can cause serious delays, lead to regulatory penalties, and make these resources useless during an emergency.

2. Don’t Wait to Vet and Contract Response Partners

When disaster strikes, time is critical. Pre-qualifying and contracting with emergency response vendors in advance enables rapid mobilization and can reduce costs.

It is important to have agreements in place with remediation, restoration, specialized clean up, and security contractors before an event occurs. Doing so allows your organization to:

• Lock in rates and establish scopes of work
• Vet contractor safety records and insurance
• Receive priority response during regional crises
• Avoid costly delays and inflated post-disaster pricing

3. Use the Right Tools to Monitor and Forecast Weather Risk

Understanding your site-specific risk is the first step to effective forecasting. Geography literacy and knowledge of forecast timescales are critical for interpreting weather data and acting early.

Organizations can use trusted tools to monitor evolving risks. Such organizations include:

• National Weather Service and National Weather Service Point Forecasts for official daily forecasts
• National Hurricane Center for storm tracking
• National Water Prediction Center for flood modeling
• Storm Prediction Center and AirNow for wildfire, severe weather, and air quality

By combining long-, mid-, and short-range forecasts with real-time alerts, businesses can activate protocols based on weather triggers tied to their contingency plans.

4. Protect Your People, Equipment, and Facilities

When extreme weather threatens, the top priorities should be safety, operational continuity, and minimizing asset damage. Key strategies include:

• Employee protection: Know when to shelter in place vs. evacuate, and make sure all personnel understand the plan
• Equipment relocation: Move vehicles, tanks, and mobile assets prior to the arrival of an impending storm to avoid unnecessary losses
• Facility hardening: Take proactive steps such as clearing drainage, elevating equipment, sealing vulnerable areas, and upgrading HVAC systems, including filters, for wildfire smoke

Simple measures like staging assets in advance or having backup generators can yield significant cost savings and reduce downtime.

Frequently Asked Questions 

Q: What are the impacts of some of the budget cuts to NOAA?

A: While core weather forecasting services from National Oceanic and Atmospheric Administration (NOAA) and the National Weather Service remain unaffected, budget cuts have limited the availability of specialized forecasts and event planning support from local offices due to staffing shortages. Recent hiring approvals are expected to help restore some of these capabilities over time.

Q: If you had to pick two plans to concentrate on, which would you choose?

A: The two most essential plans to focus on are an Emergency Response Plan, which addresses all potential facility risks, and a Business Continuity Plan, which addresses operations so they can recover quickly after a disruption. Both of these plans help identify critical functions, evaluate internal and external threats, and often encompass elements of other preparedness plans.

Q: What is involved with having an emergency response plan drill?

A: An emergency response drill is a valuable opportunity to test communication, coordination, and plan effectiveness by involving key responders such as contractors, Emergency Medical Technician (EMTs), and local authorities. Drills help identify gaps, allow others to review and challenge the plan, and support continuous improvement through post-drill evaluations.

Looking Ahead

Preparedness is not a one-time activity; it’s an ongoing process of planning, training, monitoring, and refining. By taking steps now, organizations can significantly reduce both the human, operational, and financial impacts of extreme weather events.

If you have questions, our team is here to help! Reach out if you want help assessing your weather-related risks or building out your response strategy today!

A letter from Dirk Van de Put
Chair & Chief Executive Officer, Mondelēz International

A flaky croissant to accompany your morning coffee. A crispy biscuit for a mid-day break. A delicious bite of chocolate to wind down your evening. All over the world, snacking remains an important part of people’s lives – a dependable constant in an everchanging world. At Mondelēz International, we’re honored that consumers welcome our iconic chocolate, biscuit, and baked snack brands into their homes – and we are playing our part in our aim to have a positive impact on people and our planet.

Like many other companies, we’re closely tracking and planning around a dynamic operating environment. Against a backdrop of continued market and geopolitical uncertainty, stubborn inflation, and record input costs for key ingredients like cocoa, our Values and Purpose continue to guide us. Our more than 90,000 colleagues around the world remain committed to empowering people to snack right – by providing the right snack, for the right moment, made the right way.⁽¹⁾ 

Accordingly, we continue to prioritize Sustainability as the fourth pillar in our long-term Strategy – alongside Growth, Execution and Culture. We continue to believe that helping to drive positive change at scale across the communities our business touches is an integral part of value creation. Simply put, we believe that more sustainable business is, and always will be, good business.

At the same time, we recognize that analysts, policy makers, and other stakeholders around the world are evolving their expectations, standards, and guidelines for sustainability reporting. As we navigate a broad range of perspectives, we continue to share our progress through this annual Snacking Made Right Report. I’m pleased to share that we are making meaningful progress toward our goals, and I encourage you to learn more in the following pages, including reviewing our full-year 2024 sustainability data.

I’m proud of our team for staying focused and agile in challenging times. The progress detailed in this report would not be possible without our dedicated and passionate people; our strong partnerships with suppliers, customers, and non-governmental organizations (NGOs); and our multiple collaborations with industry coalitions, including the Consumer Goods Forum (CGF) and the World Cocoa Foundation (WCF).

As we progress in 2025, we remain focused on executing with excellence against our long-term growth strategy, including continuing to invest in our focused approach to creating a more sustainable business at scale.

Our team is at its best when we are united and clear about what we need to do. With the right strategy, the right brands, the right geographic footprint, and the right people – I’m confident that we remain solidly positioned for long-term, sustainable growth.

A letter from Christine Montenegro McGrath
Chief Impact & Sustainability Officer, Mondelēz International

Since our inception as a Company, we have set measurable goals for advancing more sustainable business practices, focused on where we believe we can have the biggest impact at scale. We have clear roadmaps and strong execution plans – and we remain confident in our ability to make progress against the goals we set.

While numerous stakeholders express changing points of view about the best way to define and evaluate sustainability programs and goals, I’m proud of the consistency of our approach. And I’m proud of the strong progress we continue to achieve against our sustainability goals in 2024, as a result. A few highlights:

• Despite immense challenges facing the cocoa sector, in 2024 we continued to advance our leadership in more sustainable sourcing of critical ingredients. 
  – Today about 91% of the cocoa volume used in our chocolate brands is sourced through Cocoa Life (through a mass balance approach), our signature cocoa sourcing program, which aims to help lift up the people and restore landscapes where cocoa grows.⁽²⁾
   
• We made continued progress in helping to combat climate change. 
  – Our end-to-end footprint GHG emissions reduced across our value chain by approximately (12)% compared to our 2018 baseline or approximately (9)% compared to emissions in the prior year.⁽³⁾
   
• We continued advancing our packaging strategy aiming for a more circular economy for packaging. 
  – Approximately 96% of our packaging is designed to be recyclable.⁽⁴⁾ 
  – We are pursuing more sustainable sourcing of flexible packaging, while better understanding the challenges facing enhanced sustainable sourcing of rigid plastic materials.
   
• And we continue to invest in ways to empower consumers to make more mindful snacking choices that fit into their healthy, active lifestyles.
  – Approximately 84% of our snacks revenue now comes from Mindful Portion Snacks – that is, snacks that are packaged in individually wrapped mindful portion serving sizes, or with clear mindful portion recommendations on pack.⁽⁵⁾

We believe that driving against these and other sustainability goals – detailed in the coming pages – is a supporting driver to enabling our long-term growth, accelerating our leadership position in snacking, and advancing a business that will remain resilient for many years to come. At the heart of our efforts lies the winning growth culture we continue to create in support of our people. Ever humble, but determined, we remain focused on making an impact where we think people and our planet need it most, and I am encouraged by the results of this focus resulting in the 2024 progress made against our goals.

The world is changing rapidly, demanding that we change with it. We continue to adapt while remaining focused on investing in our growth strategy – regularly re-examining our plans and roadmaps in light of a challenging, dynamic environment. Now is the time to stay focused, keep going, and act in line with our Purpose, Mission and Values:

• Love our consumers and our brands.
• Do what’s right.
• Grow every day.

Focusing on collaboration across all stakeholders remains at the heart of our sustainability strategy. I’m grateful to work alongside talented, dedicated teams at Mondelēz International, as well as passionate partners in the supplier, customer and NGO communities. I’m proud of the opportunity to learn from each other, challenge ourselves, and co-create impactful solutions. Together, I’m confident that we will continue to deliver sustainable business growth and long-term value for our many stakeholders.

View the full 2024 Snacking Made Right Report. 

 

^{(1) 2024 reported information as of December 31, 2024.}

^{(2) Goal and reported information for cocoa volume sourced is based on a mass balance approach, which means that the equivalent volume of cocoa needed for the products sold under our chocolate brands is sourced from the Cocoa Life program. Reported information for the period from January 1, 2024 to December 31, 2024 includes volumes from cocoa producing countries Brazil, Côte d’Ivoire, Ecuador, Ghana, Indonesia, India, and Nigeria unless otherwise stated (which differs from prior years). Excludes markets where Mondelēz International does not sell chocolate brands. Excludes organic certified consumer offers for Green & Black’s. Reported information is verified by an independent third-party and available in our ESG Reporting & Disclosure Reporting Archive.} 

^{(3) In the reporting year 2024, our annual GHG emissions were accounted following the GHG Protocol Corporate Standards and using the operational control approach. Reported information following Science Based Targets initiative (SBTi) guidelines for near-term target excludes Capital Goods, Upstream Transportation and Distribution of Raw Materials, Employee Commuting, Downstream Transportation at Customer, and End of Life Treatment.The long-term target excludes these same categories, except for Upstream Transportation and Distribution of Raw Materials and Employee Commuting. We have recalculated our base year 2018 and most recent years (2023 and 2024) inventory following the GHG Protocol Corporate Standards. Recent updates incorporate acquisitions Chipita and Ricolino. The footprint includes all acquisitions and divestitures to date except for Evirth. For more details, please see the Carbon Accounting Manual. Reported information is verified by an independent third-party and available in our ESG Reporting & Disclosure Reporting Archive. In the context of the Science Based Targets initiative (SBTi), an “absolute target” refers to a reduction in total greenhouse gas (GHG) emissions by a specific percentage or amount, measured against a baseline year, rather than a reduction per unit of production or activity.}

^{(4) 2024 reported information covers the period from December 1, 2023 through November 30, 2024. Our annual reporting cycle for this metric differs from previous years as we migrate to calendar year reporting. Reported information utilizes forward looking volume estimates. Reported information is verified by an independent third-party and available in our ESG Reporting & Disclosure Reporting Archive.}

^{(5) Reported information from January 1, 2024 to December 31, 2024 measures the percentage of net revenue that comes from products that are either individually wrapped mindful portion units (≤200 calories) or have a mindful portion label/information per stock keeping unit, and includes any products with verified product specifications within biscuits and baked snacks, chocolate, and candy categories, and does not include Halls products, semi-final products not sold to consumers, bulk products for wholesale, beverages, meals, gums, gifting, seasonal or festive products, licensing/royalty revenue, private label products and products with small printable areas.}

Tapestry’s purpose is clear: to stretch what’s possible in fashion while staying true to our heritage of craftsmanship, quality, and innovation. Today, Tapestry is proud to share a bold step forward in that journey—an expanded partnership with Gen Phoenix, a pioneer in sustainable recycled leather fiber materials.

With a new three-year supply agreement and an increased equity stake in Gen Phoenix to 9.9%, Tapestry has nearly quadrupled its initial investment from 2023. This investment is part of Gen Phoenix’s $15 million Series round, led by Material Impact, and it reflects our belief in the power of innovation to drive both purpose and profit.

Tapestry’s relationship with Gen Phoenix began in 2022, and it’s grown into a model for how brands and material innovators can co-create sustainable solutions. Together, the companies have developed next-generation materials that honor the legacy of leather—so central to our brands Coach, Kate Spade, and Stuart Weitzman—while transforming it through circular processes.

This isn’t just about sourcing materials. It’s about building a resilient, future-ready supply chain that aligns with the values of today’s consumers. Gen Phoenix’s platform enables circularity at scale, delivering high-quality materials that meet our expectations for style, performance, and impact.

“As a global leader in quality leather goods, we see significant opportunity to be a catalyst for next-generation materials,” said Scott Roe, Tapestry’s Chief Financial Officer and Chief Operating Officer. “This partnership reinforces our commitment to leading the fashion industry in sustainable innovation.”

Tapestry’s expanded investment helps Gen Phoenix accelerate its mission in meaningful ways:

• Scaling production at its U.K. facility, with capacity for over 60 million square feet annually
• Expanding into new categories and global markets
• Advancing R&D to commercialize a fully circular leather solution using post-consumer and end-of-life waste

“This expanded partnership marks a major milestone—not just for Gen Phoenix, but for the future of sustainable materials,” said John Kennedy, CEO of Gen Phoenix. “Together with Tapestry, we’re proving that circular innovation can meet the demands of global brands without compromise. It’s a powerful example of what happens when you combine material innovation, leather heritage, shared values, and a commitment to scale.”

For Tapestry, this means greater supply chain resilience, continued product excellence, and deeper alignment with the values of the next generation of consumers.

Tapestry is excited about what’s ahead and looks forward to continuing this journey with Gen Phoenix to redefine what sustainable luxury can be.

For the seventh consecutive year, world-class equipment, technology and services company, CNH, was considered a great company to work for in Brazil and Argentina, according to Great Place To Work (GPTW).

The achievement reflects the experience of employees in the region, evaluated in a detailed assessment that analyzed aspects such as management, sense of belonging, remuneration, benefits and career opportunities.

For the president of CNH for Latin America, Rafael Miotto, winning the seal for another consecutive year demonstrates the hard work and engagement of the company. “More than achieving – but maintaining this recognition for so many years reflects our commitment to the people who are responsible for promoting innovation and development of our business. Regardless of changes or challenges that arise in our market, we remain committed to promoting a safe environment that values people, so that they can deliver increasingly better results,” he highlighted.

ROCKY HILL, Conn., July 15, 2025 /3BL/ – Henkel, a leading manufacturer of well-known consumer and industrial brands such as Dial® soap, Schwarzkopf® hair care, all® laundry detergent, and Loctite®, Technomelt®, and Bonderite® adhesives, sealants, and functional coatings, has been recognized as a top-scoring business on the Disability Index®, a joint initiative of Disability:IN and The American Association of People with Disabilities (AAPD).

The Disability Index, established in 2015, is the world’s most comprehensive benchmarking tool for Fortune 1000 companies to measure disability workplace inclusion within their organization and assess comparative performance across industry sectors. Henkel’s score of 90 on the 2025 ranking takes into account criteria such as Culture & Leadership, Enterprise-Wide Access, Community Engagement, Responsible Procurement, and Employment Practices including benefits, recruitment, employment, education, retention, advancement, and accommodation.

Henkel is proud to exhibit forward-thinking disability inclusion practices. Globally, people with disabilities represent 1.3 billion individuals*, crossing lines of age, ethnicity, gender, gender identity, race, sexual orientation, socioeconomic status, and other unique identities that Henkel’s employees embody. With disability, as with all other identities, Henkel believes it is important to acknowledge differences and embrace individuality in order to compel remarkable outcomes for employees and the entire organization.

Henkel’s programs and accommodations for those with disabilities were a strong factor in this recognition, including accessibility of its internal communications and social media feeds to people with disabilities and the continuation of its AVID (Awareness of Visible and Invisible Disabilities) Employee Resource Group, with a mission to create a space that celebrates persons with disabilities and their unique identities by providing community, support, and resources.

“At Henkel, we are committed to fostering a culture of belonging where all voices and perspectives are truly heard, respected, and appreciated,” said Robert McNamee, Chief Legal Officer, Henkel North America and Executive Sponsor of the AVID Employee Resource Group. “We’re proud of the initiatives and practices at Henkel that have contributed to earning this recognition, and we remain dedicated to increasing awareness around disability and breaking down the stigma that surrounds it. A number of Henkel‘s employees, customers, consumers, and partners live with a disability or support someone who does, and this drives us to continuously explore innovative ways to improve accessibility and help to shape a more inclusive workplace and society.”

“As we release this year’s Disability Index report, we celebrate the continued progress made by businesses around the world. Today, hundreds of the world’s leading companies are using this tool to benchmark and drive their disability inclusion efforts. Together, we are creating a global economy accelerated by disability inclusion. ” said Jill Houghton, President and CEO of Disability:IN.

*Source: World Health Organization: https://www.who.int/health-topics/disability#tab=tab_1

About Henkel in North America

Henkel’s portfolio of well-known brands in North America includes all®, Purex® and Persil® laundry detergents, Snuggle® fabric softeners, Dial® soaps, Schwarzkopf® hair care, as well as Loctite®, Technomelt® and Bonderite® adhesives. With sales close to 6.5 billion US dollars (6 billion euros) in 2024, North America accounts for 28 percent of the company’s global sales. Henkel employs around 8,000 people across the U.S., Canada and Puerto Rico. For more information, please visit www.henkel-northamerica.com and on X @Henkel_NA.

About Disability:IN

Disability:IN is the leading nonprofit resource for business disability inclusion worldwide. With the world’s leading companies as partners, Disability:IN drives progress through initiatives, tools, and expertise that deliver long-term business impact. Are You IN?

Photo material is available at www.henkel-northamerica.com/press

Henkel Contact
Erica Cooper
475-232-4973
Erica.cooper@henkel.com

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CINCINNATI, July 15, 2025 /3BL/ – CINCINNATI — For the fifth consecutive year, Fifth Third (NASDAQ: FITB) has received a top score of 100 on The Disability Index^®, the leading independent, third-party resource for the annual benchmarking of corporate disability inclusion policies and programs. Fifth Third has also been named among the index’s Best Places to Work for Disability Inclusion.

“At Fifth Third, we are committed to creating an environment where an opportunity to thrive is available to all,” said Nancy Pinckney, chief human resources officer for Fifth Third. “We are delighted that these efforts have once again been recognized by Disability:IN and the American Association of People with Disabilities.”

The Disability Index^® is the world’s most comprehensive benchmarking tool for companies to measure disability workplace inclusion inside their organization and to assess performance across industry sectors. The index evaluates culture & leadership, enterprise-wide access, employment practices, community engagement, supply chain and accessible procurement (unweighted). Companies that earn a top score on the Index earn the title of a “Best Place to Work for Disability Inclusion.” The Disability Index was created in 2015 in collaboration with AAPD.

“We strive to create an inclusive environment where everyone is treated with dignity and respect,” said Stephanie A. Smith, chief inclusion officer for Fifth Third. “We care about our people and their growth and believe that coming together as One Bank is our greatest strength.”

Fifth Third is a leading partner of Project SEARCH, a one-year program that helps high school students with disabilities transition into the workforce. Since the program’s inception in 2005, Fifth Third has trained more than 400 individuals, including 29 current employees, as one of more than 750 Project SEARCH locations worldwide.

Fifth Third was also the first bank to design a checking account for the Achieving a Better Life Experience program, or ABLE. These accounts allow individuals with disabilities to save and invest assets for disability-related expenses.

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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.

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