Tag: 3BL

Key Points

Elona Dunaway, originally from Albania, moved to the U.S. in 2000 and became a U.S. citizen a decade later, inspired by her parents’ teachings on freedom and independence.She joined Marathon Petroleum in 2013 and now leads the Economics & Planning Team at the Galveston Bay refinery in Texas.Outside of work, Dunaway values family, travel and continuous learning, striving to instill the same values in her children.

For Elona Dunaway, life has always been about embracing change, chasing opportunity and making a lasting impact through her career, in her community and at home.

Born and raised in Albania, a country in Southeastern Europe, Dunaway dreamed of coming to the U.S. for as long as she could remember. In 2000, as a junior in high school, that dream became a reality. A decade later, she reached another milestone, becoming a U.S. citizen, a moment that reminded her how far she had come.

“Growing up in the early ’90s, my dad would talk to me about freedom of speech, democracy, human rights and peaceful protests,” she said. “Albania was emerging from a decades-long dictatorship, and those conversations shaped my view of the world at a young age.”

Her mother, a high school biology and agriculture teacher, also instilled invaluable lessons that would guide her throughout life.

“She took on a greenhouse business to improve our living conditions,” said Dunaway. “She showed me the power of independence, purpose and putting family first. I hope to leave a similar mark on my own children.”

Building a career at Marathon Petroleum

Dunaway joined Marathon Petroleum in 2013 as a Tech Service Engineer at the Detroit, Michigan, refinery, but her connection to the company began years earlier. From 2009 to 2012, she worked as a process design engineer on Marathon Petroleum’s Detroit Heavy Oil Upgrade Project (DHOUP).

Her career has taken her across the country, from Southern California to Alaska, Kentucky, Michigan and Ohio. Now, she leads the Economics & Planning Team at the Galveston Bay refinery in Texas, overseeing production plans, supporting product movements and optimizing value chain operations.

“Our team works closely with operations, maintenance, tech service, trading teams and MPLX (Marathon Petroleum’s midstream component) scheduling to ensure we’re leveraging our assets and connectivity with pipelines and dock logistics,” she said. “Every day, we move over a million barrels of feedstocks and products.”

While the work is fast-paced and complex, Dunaway thrives on teamwork and shared purpose.

“Working toward a common goal keeps me going, especially on long and demanding days,” she said. “I’ve been fortunate to work with incredible people throughout my career, like my team in Kenai, Alaska, who showed me what it means to come together, overcome challenges and create a supportive work environment.”

Her ability to solve problems, lead teams and drive results has earned her the respect of colleagues across the company.

“Elona has an incredible talent for spotting challenges and opportunities, bringing in the right people and making things better,” said Brian David, Lead Planning & Optimization Engineer at Marathon Petroleum. “Her drive is inspiring, and we’re lucky to have her.”

Lessons Learned & Words of Advice

Dunaway’s journey has taught her valuable lessons, both in her career and personal life. One of the biggest surprises was how much working at Marathon Petroleum heightened her awareness of safety, not just at the refinery, but at home.

“When I bought my first home in 2009, I immediately wanted to know where the isolation valves for the water and natural gas were,” she said with a laugh. “I started keeping up with furnace maintenance, filter changes and contractor standards, things I had never thought about before.”

Her advice for those just starting out: work hard, ask questions and always seek to understand the “why” behind what you do.

“Don’t be too hard on yourself. Learn from challenges, grow through experience and always be a good teammate,” she said. “Having the right people in your corner makes all the difference. The encouragement I received early on shaped me into the leader I am today.”

Dunaway’s leadership is built on accountability, collaboration and a commitment to finding real solutions.

“I will always push myself and those around me to keep learning, to keep trying new things, because I truly believe every challenge is a chance to grow and see the world differently.”

“She takes ownership, brings people together and follows through to make a lasting impact,” said Cindy Meyn, Area Team Leader at the Catlettsburg refinery.

“I’m grateful to call her a friend and colleague because she challenges me, offers valuable perspective and is always there to listen,” said Josh Brand, Global Value Chain Optimization Director at Marathon Petroleum.

Quick Facts

• Hometown: Fier, Albania; Detroit, Michigan

• Education: Bachelor of Science degree in Chemical Engineering (Wayne State University)

• Family: Husband Kyle; Daughter Elle, 9; Son William, 7

• Hobbies: Traveling, Food, Snowboarding

• Fun Fact: I speak 3 languages – Albanian, Italian and English

Life Beyond Work

Outside of work, Dunaway’s world revolves around family, travel and making memories with loved ones. She and her husband Kyle, who also works at the company as an Advanced Senior Refining Engineer, first crossed paths on Marathon’s project in Detroit, where Kyle was already working.

“The first time we met there was something about her, an aura that was just undeniable,” Kyle said. “A couple of months later she joined Marathon and the rest is history.”

Watching Elona grow professionally has been inspiring for Kyle, who describes her as driven and unafraid to challenge the status quo. But what he finds even more rewarding is seeing her thrive as a mom to their two children.

“I’ve always been her biggest cheerleader, but lately, I think our kids are giving me a run for my money,” Kyle said. “Especially our 9-year-old, who’s already dishing out career advice to Mom.”

No matter the role, whether mom, engineer or leader, Elona carries forward the drive her parents instilled in her, always pushing herself and those around her to grow, improve and make a difference.

“I will always push myself and those around me to keep learning, to keep trying new things, because I truly believe every challenge is a chance to grow and see the world differently.”

Cory Everington is on a mission to bring dark web criminals to justice. Her lifelong pursuit of knowledge precedes her as she works to deliver critical intelligence to key government agencies at CACI today. 

Since earning a Master of Science in analytics from North Carolina State University in 2016, Everington has taken on diverse roles, uncovering critical insights along the way. She draws inspiration from Hope Jahren’s memoir Lab Girl, which speaks to perseverance in the face of challenges.

“Jahren’s story of overcoming barriers and staying true to her passion for discovery has deeply resonated with me,” she said. “Her perseverance reminds me that progress in science and technology isn’t just about intelligence or skill—it’s about persistence, curiosity, and a profound sense of purpose, qualities that continue to guide me today.”

That same mindset has shaped Everington’s career as a technology and national security leader at CACI. As head of the DarkBlue Intelligence Group, she leads efforts to equip law enforcement, the Department of Defense, and the Intelligence Community with precision tools to dismantle criminal networks.

“Our work isn’t just about finding data—it’s about using it to stop human trafficking, terrorism, and financial crimes,” she noted. “Every insight we uncover has the potential to save lives.”

With a team-first approach, Everington champions AI, cybersecurity, and intelligence solutions that serve a greater mission. She fosters a culture of curiosity, knowing that innovation thrives when people embrace challenges rather than shy away from them.

“I encourage my team to approach obstacles with curiosity because that’s where true innovation happens,” she said. “The most transformative ideas come from those willing to take risks, learn from failure, and step into the unknown with confidence.”

Her ability to identify opportunities and turn potential into progress has led to game-changing advancements. In 2024, she spearheaded the launch of DarkPursuit’s Image Blur and CluesAI, two breakthrough tools designed to shield analysts from the psychological toll of dark web investigations. With cybersecurity burnout at an all-time high, she saw an urgent need for change.

Her team’s latest innovation, CluesAI, revolutionized the way intelligence is gathered. Within just 50 days, CluesAI was created to deliver intelligence reports that link anonymous data to identifiable entities across dark and open web data. The tool has proven transformative, substantially reducing barriers for analysts, and enabling them to generate complex insights more efficiently. 

Beyond her technical achievements, Everington is a dedicated mentor and force for positive change in her community. She partners with UVA and Virginia Tech to recruit women in STEM and regularly connects with CACI’s 300+ interns, providing them with invaluable early-career insights. 

“I tell all young professionals I encounter the best piece of advice I’ve received: Get comfortable with being uncomfortable,” she said. “Growth doesn’t happen in comfort zones—it happens when we take on challenges that force us to adapt.” 

Her commitment extends to nonprofit work. Under her leadership, DarkBlue provides no-cost training and access to five organizations fighting human trafficking and child exploitation.

“One nonprofit resolved six cases in a week using DarkBlue,” she shares. “When teams share the ways in which our tools are making a difference—that’s what keeps me going.”

For demonstrating exemplary leadership and exceeding performance expectations, Cory was recently named a 2025 Women in Technology Awards finalist in the Rising Star category. She nods to CACI’s approachable culture for providing the support and opportunities that have allowed her to break new ground—both in her career and in the company’s shared legacy.

“With the resources and support you need to thrive, your potential is limitless.” She said. “At CACI, we’re not just pushing technology forward, we’re making a real impact—one case, one breakthrough at a time.”

Explore career opportunities at CACI.

About CACI

At CACI International Inc (NYSE: CACI), our 25,000 talented and dynamic employees are ever vigilant in delivering distinctive expertise and differentiated technology to meet our customers’ greatest challenges in national security. We are a company of good character, relentless innovation, and long-standing excellence. Our culture drives our success and earns us recognition as a Fortune World’s Most Admired Company. CACI is a member of the Fortune 1000 Largest Companies, the Russell 1000 Index, and the S&P MidCap 400 Index. For more information, visit us at www.caci.com.

There are statements made herein which do not address historical facts, and therefore could be interpreted to be forward-looking statements as that term is defined in the Private Securities Litigation Reform Act of 1995. Such statements are subject to factors that could cause actual results to differ materially from anticipated results. The factors that could cause actual results to differ materially from those anticipated include, but are not limited to, the risk factors set forth in CACI’s Annual Report on Form 10-K for the fiscal year ended June 30, 2024, and other such filings that CACI makes with the Securities and Exchange Commission from time to time. Any forward-looking statements should not be unduly relied upon and only speak as of the date hereof.

# # #

Corporate Communications and Media:                                       
Lorraine Corcoran                                                              
Executive Vice President, Corporate Communications                  
(703) 434-4165, lorraine.corcoran@caci.com                         

March 5, 2025 /3BL/ – SCS Consulting Services and SCS Global Services have announced that they are offering a four-part webinar series providing an orientation to the European Union Corporate Sustainability Reporting Directive (CSRD) including an outlook on potential changes under the newly released Omnibus bill. The series will also dive into double materiality, early CSRD reporting lessons learned, sustainability reporting strategies, and the relation between the CSRD and the Corporate Sustainability Due Diligence Directive (CSDDD).

Full webinar series and registration can be accessed here.

Webinars in the Series include:

Understanding the EU CSRD: What It Is and How the EU Omnibus Bill Might Impact It

Thursday, March 20, 2025, at 4:00 p.m. CET (11:00 a.m. ET, 8:00 a.m. PT)

Join SCS Consulting Services’ CSRD Program Manager, Marie Blazy, Managing Director, Europe, Jan Pierre Jarrin Peters, and Managing Director, ESG Consulting, Bonnie Holman for a 45-minute discussion focusing on:

What is CSRD: scope and main conceptsOmnibus bill proposed changes to bring alignment between CSRD, CSDDD and the EU TaxonomyOmnibus bill timeline and how it may affect your companyPractical steps to move forward with your CSRD reporting

Register Here

Understanding the EU CSRD: The Dos and Don’ts of Double Materiality Assessments

Wednesday, April 16, 2025, at 4:00 p.m. CET (11:00 a.m. ET, 8:00 a.m. PT)

Join SCS Consulting Services’ Senior Project Manager, Stephanie Ellis and CSRD Program Manager, Marie Blazy for a 45-minute debrief on the do’s and don’ts of Double Materiality assessments and lessons learned over the last year. We’ll focus on:

Double Materiality: A pragmatic assessment of your businessImpacts and Financial Risks and Opportunities: How they may be interconnectedScale, Scope, and Irremediability: Why value chain activities are important to considerPractical Applicability: Best practices for data collection and stakeholder engagementIntegration with Business Strategy: How to align the results of your double materiality assessment with core business strategiesCSRD Compliance: How to accurately convey your DMA data within your sustainability report for compliance with EU regulations

Register Here

Understanding the EU CSRD: Deep dive into the Omnibus Bill and Relations Between CSDDD & CSRD

Wednesday, April 30, 2025, at 4:00 p.m. CET (11:00 a.m. ET, 8:00 a.m. PT)

Join SCS Consulting Services’ CSRD Program Manager, Marie Blazy, and Managing Director, ESG Consulting, Bonnie Holman for a 45-minute webinar that takes a deep dive into the EU Omnibus Bill and how the changes relate to the CSDDD and CSRD. We’ll discuss:

Content of the Omnibus proposal and progress to dateNext legislative steps at EU and national levelsWhat should companies be doing in this period of uncertainty: Risks and opportunities

Register Here

Understanding the EU CSRD: Building a Robust and Value-Creating CSRD Sustainability Report

Wednesday, May 14, 2025, at 4:00 p.m. CET (11:00 a.m. ET, 8:00 a.m. PT)

Join SCS Consulting Services’ CSRD Program Manager, Marie Blazy, and Managing Director, ESG Consulting, Bonnie Holman Strategy for a 45-minute discussion on creating a robust and comprehensive EU CSRD-compliant sustainability report that will be assurance-ready. We will discuss how to best leverage the data produced during the process to enhance your sustainability roadmap towards long-term growth and value creation. And we’ll focus on:

Transition planning from voluntary to compliance-based reportingUnderstanding the scope and extent of CSRD sustainability reportingPlanning for reporting over a phase-in timelineIntegrated reporting processesEarly lessons learned from 2025 reporters

Register Here 

Originally published in Lenovo’s 2023/24 ESG Report

Product end-of-life management (PELM)

Lenovo’s Product End-of-Life Management (PELM) program is an important part of its efforts to support a transition to a circular economy, as it supports extending the product lifecycle through reuse and recycling of products and parts. The PELM program also supports the elimination of end-of-life electronic products being disposed of in landfills and includes the practice of reuse, refurbishing, de-manufacturing, dismantling, reclamation, shredding, recycling, treatment, and disposal of products, parts, and peripherals when they are taken out of service, reach end-of-life, or are scrapped. This program covers Lenovo-branded and non-branded products owned by Lenovo or accepted from customers and others (including customer returns or take back). Lenovo has made available the Electronics End of Life Standard for suppliers with details about Lenovo’s PELM supplier requirements and the industry-standard certifications it promotes.

Product take-back programs

As a global business, Lenovo offers end-of-life recycling and management programs for both consumer and business customers in many major markets. These product take-back programs (PTB) are tailored to the specific location and business needs and include programs for recycling products as well as packaging and batteries in many geographies. Customers can obtain information about Lenovo’s recycling programs on its Recycling webpage.

For its business and enterprise customers, Lenovo offers Asset Recovery Services (ARS) globally to manage the disposition of IT assets and data center infrastructure. Customers can access information about Lenovo’s global ARS program at its Asset Recovery Services webpage.

Product and parts management

Lenovo, through these circular economy programs, strives to maximize the value and potential reuse of excess, returned, and obsolete products and parts across its business and manufacturing operations, repair network, and channel partners. Through reverse supply chains, these products and parts are kept in circulation as-is or after refurbishing and Lenovo can potentially avoid having to manufacture new products and parts.

Management of PELM suppliers

Lenovo maintains a program to help ensure that recycling, disposal, and disposition of end-of-life products owned by Lenovo or returned by customers is accomplished in an environmentally responsible and legally compliant manner. This program includes:

Supplier completion of Lenovo’s initial supplier audit or evaluation form declaring their processing capabilities and controls, management systems for quality, environmental, health and safety, industry standards, legal compliance, downstream facilities disclosures, and evaluation criteria,Lenovo’s environmental audit or evaluation of supplier facilities and processes prior to engagement with documentation of audit findings and recommendations in a final report,Review of all audit or evaluation documentation and recommendations by its Geographic Environmental Focal Points and final approval by Global ESG management,Database of all Lenovo’s audited and approved PELM supplier facilities by geography with approved services for use by all Lenovo organizations, sites, and programs worldwide,Lenovo’s supplier contracts with specific environmental terms and conditions related to expected environmental performance and reporting,Suppliers in scope include ARS suppliers, legal and voluntary product take-back providers, dismantlers, recyclers, refurbishers, disposal, and other related vendors. Lenovo’s Electronics End of Life Standard for Suppliers sets guidelines that all recovered products and parts are to be data wiped, refurbished, tested for function, labeled as refurbished, and resold where they will be used as originally intended without further refurbishing before use. The standard also requires suppliers to use Lenovo-approved recyclers for the disposition of non-working products and parts and waste generated from their refurbishing processes and prohibits the shipment of hazardous waste to non-Organization for Economic Cooperation and Development (non-OECD) countries.

Recovery and recycling trends

As customers continue to have considerable interest in Lenovo’s recycling programs, its continual improvement activities include searching for opportunities to maximize reuse and recycling. Results of Lenovo’s progress against its PELM targets are available in Section 8.0. Lenovo’s ESG KPIs include recycling or reuse KPIs, for more information see Section 9.0.

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“I want to be with her!”

With a greeting like that, it’s no wonder Mondays are Layknn Davidson’s favorite day of the week.

If you’re thinking the rock star shoutouts are from her high school classmates, think again. Davidson’s accolades come from the elementary students she tutors through Brightlane Learning – students experiencing homelessness and housing insecurity.

Troubled by seeing students fall behind in their schoolwork from absences due to homelessness, Sally Bindley founded Brightlane Learning in 2001. Bindley initially recruited family members and friends to tutor with her to help keep students on pace to graduate. Today, 200-plus Brightlane Learning volunteers tutor more than 750 kindergarten through twelfth-grade students across 30-plus schools and shelters.

“As homelessness and housing instability in Indianapolis rise, Brightlane is supporting a growing number of students,” said Kelly Coker, Chief Operating and Program officer with the nonprofit. “And, as resources for students facing homelessness decrease, support from our community partners and volunteers becomes especially important. We’re incredibly grateful to our community funders and dedicated volunteers who help ensure we can provide critical support and guidance to each and every student we serve.”

Last September, the Regions Foundation, a nonprofit primarily funded by Regions Bank, joined those community partners by awarding a $50,000 grant benefitting Brightlane Learning’s programs and services.

Regions Bank and its associates in Indianapolis have also worked with Brightlane Learning since 2016, providing financial contributions, conducting school supplies drives and by volunteering.

Davidson’s volunteerism began three years ago following a text from a fellow tutor.

“I thought it sounded pretty cool, so I decided to try it to see if I liked it,” she explained. “And, obviously, I did since we’re still doing it.”

“We” – just who was that texter and fellow tutor? Layknn’s mom, Amanda Henriott.

“I found out about Brightlane Learning when Layknn was a baby,” said Henriott. “I tutored full-time at the time. I loved what they were doing, and I had such a good time doing it. When I returned to work, I thought, ‘If I ever get the chance to do this again, I will.’”

Fourteen years later, she did.

Each week, mother and daughter head to the Salvation Army’s Barton Center apartments for their one-hour tutoring session. Amanda works with Matchbook Learning students weekly as well.

Yes, the sessions are devoted to developing and improving academic skills, but there’s far more to them.

“I usually begin by touching base, seeing how their week is going, seeing how school is going,” Henriott said. “We’ll then do their writing prompt – something like, ‘Would you prefer to play in a pile of leaves or a pile of snow?’ I try to make it the most fun the child has each week.”

“Tutoring has taught me to be more inclusive with everybody.”
Layknn Davidson

“They may not have a younger person they can talk to,” added Davidson. “They talk to me like I’m their friend, not like an adult. It’s so exciting to see them and they give you a big hug.”

What happens each Monday at Barton involves reading, writing and relationships – including the one between the Davidson and Henriott, known to occasionally generate a reaction from students.

“They’ll say to me, ‘That’s your mom?’,” said Davidson. “And then they go freak out and tell others. They always think it’s cool we’re here together.”

“If she doesn’t come one week, they’re like, ‘Where’s Layknn? Where is she?’,” added Henriott.

Memories the two make while tutoring remain with them, even after students transition from short-term apartments into permanent housing.

“There are kids I tutored two years ago, and I still think of them and wonder how they’re doing,” said Henriott. “You definitely form connections with them.”

Sometimes, the students teach the tutor a thing or two about math.

“It’s a very humbling experience to have a third grader solve a problem in his head before I can on paper,” said Henriott. “I’ll ask, ‘How did you just do that in your head?’ He’s so, so, so smart.”

Oftentimes, the students also share insightful life lessons.

“Tutoring has taught me to be more inclusive with everybody,” said Davidson. “It’s opened my brain to see everyone has their differences, but we’re more alike than our differences.”

“I want to do what I can to help solve the issue of homelessness.”
Amanda Henriott

“Brightlane has shown me how passionate I am about affordable housing,” said Henriott, a realtor. “I want to do what I can to help solve the issue of homelessness.”

Mother and daughter have also learned more about each other thanks to the experience.

“I’ve raised a good person,” said Henriott. “I just love how giving she is and how she’s got such a big heart. I’m proud of her. “

“I like seeing how encouraging she is with the kids,” said Davidson. “It’s exciting to see her get to so happy when a student figures out something.”

Mother and daughter typically debrief about their students’ “aha!” moments on the drive home.

“It’s one of the most fun hours of my entire week,” said Henriott. “It’s something I keep on my calendar as a non-negotiable. You really feel like you’re making a difference with the students. You get out of it what you give.”

“Some say it’s very nice of me to do, but I don’t think of it that way,” added Davidson. “I’m there to have a good time with them.”

But let’s make one thing clear – during Brightlane Learning tutoring sessions, a good time is had by all.

Learn about more nonprofit organizations the Regions Foundation supports.

About Regions Foundation: 
The Alabama-based Region Foundation supports community investments that positively impact communities served by Regions Bank. The Foundation engages in a grantmaking program focused on priorities including economic and community development; education and workforce readiness; and financial wellness. The Foundation is a nonprofit 501(c)(3) corporation funded primarily through contributions from Regions Bank. To learn more about the Regions Foundation visit www.regions.com/foundation.

Introduction

The last five years has seen a rapid evolution in sustainability strategies for infrastructure and energy companies. We recently conducted a study with the International Finance Corporation (IFC) of more than 100 companies that operate in emerging markets to identify trends in sustainability priorities, reporting practices and how strategies are anchored and financed at these companies.

Methodology

The study included 104 companies across six sectors: Energy, Technology, Media, and Telecom (TMT), Transport, Mining, Water & Waste, and “Cross-Cutting” companies with operations across more than one sector. Data was gathered from publicly available documents, company websites, and databases like S&P Capital IQ and LSEG Data & Analytics. This information was analyzed using a sector performance model developed by KPMG which considered 51 KPIs across Strategy, Governance, KPI & Data Reporting, Environmental, Social, and Community Benefit-Sharing.

Key findings

1. Companies are embracing sustainable finance

51% of the companies studied used sustainable finance. Among the financial instruments most used by the companies, green bonds (53%) lead, followed by sustainability-linked bonds (30%) and loans (25%). Moreover, 25% of the companies have sought support from DFIs and multilateral development banks such as IFC, EBRD and ADB. Among the six major sectors these companies are operating, Water & Waste (75%), and Energy (74%) sector companies are leading in terms of the use of sustainability-linked finance whereas Transport sector companies (16%) trail the companies in other sectors.

2. Increased disclosure on gender equality data

Most companies have disclosed gender-related data, indicating a growing commitment to transparency and accountability. Standout sectors include mining and energy while sectors with opportunities to enhance disclosures include TMT, transport, water, and waste sectors. Despite increased disclosure and reporting, fewer companies publicly disclose targets for gender diversity. Further, there is opportunity to encourage a comprehensive approach to inclusion that goes beyond gender to include other key areas such as disability, underserved groups and communities depending on the operational and geographic contexts these companies are operating in.

3. Decarbonization targets and nature-based solutions

We reviewed company-specific targets across Scopes 1, 2 and 3 as well as whether these were structured as carbon neutral or net-zero targets. The analysis showed that:

Energy sector companies lead in comprehensive emissions targets, with 38% of companies setting targets across Scope 1, 2 and 3.Transport sector companies demonstrate the highest commitment to carbon neutral & net-zero targets (42%) despite lower scope coverage of carbon emissions.Data from Water & Waste sector companies indicate only 13% of them reported coverage across all metrics such as carbon emissions across Scope 1,2, and 3 as well as carbon neutral & net-zero targets.

Across all sectors, there is limited progress in Scope 3 reduction targets by the companies analyzed. 44% of companies do not disclose Scope 3 emissions.

4. Increasing focus on nature

Companies are increasingly prioritizing biodiversity by integrating it into their operations through conservation, restoration, innovative solutions, and sustainable land management. As part of their resilience strategy, companies are prioritizing nature-based solutions and initiatives that help drive the global energy transition and combat climate change. However, the adoption rate of sustainable disclosure standards on this newer topic remains lower and slower than many others: Only 10 out of 104 companies analyzed are the adopters of Taskforce on Nature-related Financial Disclosures (TNFD).

5. Evolving efforts on community benefit-sharing

Based on the analysis of twenty-five companies in energy and infrastructure sectors on their community-benefit sharing efforts, the majority (84%) have been disclosing education and skill-focused initiatives with measurable impact. Other areas include humanitarian support/environmental protection (48%), health-related projects (44%) community climate resilience initiatives (8%).

Across sectors there is also priority placed on disclosing impacts in Latin America and Africa, with a focus on cultural heritage preservation, access to improved infrastructure and services, community-level education, and healthcare improvement, among others.

The path forward: Overcoming challenges and accelerating impact

Companies in emerging markets will benefit from the recent agreement at COP29 in Baku [1] that will triple climate finance to developing countries from the previous goal of US$ 100 billion annually, to US$ 300 billion annually by 2035. Moreover, multilateral development banks at COP29 have pledged to increase climate finance for low- and middle-income countries to US$ 120 billion annually by 2030 [2].The decarbonization challenges outlined in the study echo the recent KPMG 2024 CEO Outlook report which found that for 30% of survey respondents, the greatest barrier to achieving climate ambitions is the complexity presented by decarbonization of their supply chain [3]. Standardizing metrics and improving transparency in reporting, particularly for Scope 3 emissions, will facilitate better benchmarking and informed decision-making.Study findings are consistent with our recent “Survey of Sustainability Reporting 2024”, which shows around half of the globally largest 250 companies across 58 countries now report on biodiversity. However, as growth has been slower in the last two years, companies may require technical support to increase their biodiversity and nature-based solutions efforts which would also facilitate access to nature-driven capital sources where needed as well.As for the gender and social targets and disclosures, transparency related to gender diversity targets could be improved across sectors and gender diversity across all employee categories could be further enhanced within water & waste, TMT, and transport sectors.

[1] UN Climate Change Conference Baku – November 2024 | UNFCCC

[2] https://www.worldbank.org/en/news/press-release/2024/11/12/multilateral-development-banks-to-boost-climate-finance

[3] KPMG 2024 CEO Outlook

Click here to view this article on kpmg.com.

Download the Webster Bank Cyber Fraud Index here

We asked C-Suite leaders…What are the biggest cyber fraud risks facing your organization?

In their answers, common themes emerged: third-party risks, phishing, social engineering and ransomware. Artificial intelligence was also mentioned as a growing risk.

“Recently, largest risks appear to be with effective identity management, as well as third-party risk for subcontractors.”

“The phishing emails to the finance people pretending to be their bosses asking to transfer money.”

“Customer data loss, reputation loss, ransomware attacks, service disruption.”

Top Cyber Fraud Concerns

The executives we surveyed are most concerned with phishing, ransomware and the theft of their customers’ data. Theft of organization data and malware were also top concerns.

88%: Phishing85%: Ransomware77%: The theft of our customers’ data77%: Theft of org’s data74%: Malware

The Impact

91%: Your company’s reputation 

59%: Very concerned32%: Concerned

89%: Your customers’ trust

56%: Very concerned33%: Concerned

81%: Your company’s operations

39%: Very concerned42%: Concerned

80%:Your financial losses

44%: Very concerned36%: Concerned

69%: Your Employees

21%: Very concerned48%: Concerned

54%: Your relationship with your vendors/suppliers

21%: Very concerned33%: Concerned

Top Concerns About Cyber Fraud’s Impact

We asked executives what they were most concerned with in terms of the impact of cyber fraud. Many were worried about their company’s reputation and customer trust.

Cybersecurity Statements

When asked to choose from various statements related to cybersecurity and cyber fraud, many C-Suite leaders said they had cybersecurity plans, but still worried about risks.

Statements

91%: Our organization has a clear plan for mitigating cybersecurity issues.85%: I worry about our suppliers and vendors exposing us to cybersecurity issues.72%: Cybersecurity and cyber fraud issues keep me up at night.

Note that while few executives feel that cybersecurity issues are out of their control, more than half don’t think their cybersecurity budget is adequate.

55%: Our cybersecurity budget is adequate.12%: Cybersecurity issues are outside of my control.

Cyber Fraud Incidence

63% of executives we surveyed reported experiencing cyber fraud one or more times in the past two years.

3%: 10+ Times3%: 6-9 Times6%: 4-5 Times21%: Once29%: 2-3 Times37%: Never

Losses

51% of respondents reported losses between $10,000 and $500,000 from their most significant cyber fraud incident, while 11% reported losses exceeding $1 Million.

Protection Measures Taken Organizationally

Two-factor authentication and firewalls are the most common cybersecurity approaches taken. Only half of respondents have established an advisory council to address cyber fraud issues.

What are the most valuable steps your organization has taken to prevent or minimize cyber fraud?

Many answered with training and education for their employees, as well as using third-party vendors — despite many being concerned by third-party risks. Multifactor authentication (MFA) and zero-trust architecture were also frequently mentioned.

“Launch of company-wide training on cybersecurity, which is mandatory for all employees.”

“Using zero-trust architecture…has forced a process of verification and authentication based on behaviors and triggers.”

“Third-party software to prevent cyber risks.”

Protection Measures Taken for Employees

Almost all executives restrict employee access to data and information, and require passwords and regular password changes. 3 out of 4 have hired employees who focus on cybersecurity.

Protection Measures

76%: Hired ee(s) to focus on cybersecurity78%: Require ee’s to log into VPN when remote89%: Require regular security training89%: Require ees to change password regularly93%: Require ee’s to use passwords to access data94%: Limited employee access to data & info

Organizational Protection Measures

96%: Instituted two-factor authentication94%: Installed firewall for computer systems87%: Created critical incident/disaster recovery plan82%: Purchased cybersecurity insurance65%: Signed up for online security monitoring61%: Invested in fraud protection software52%: Formed cybersecurity advisory council

Protection Measures Taken Organizationally

Two-factor authentication and firewalls are the most common cybersecurity approaches taken. Only half of respondents have established an advisory council to address cyber fraud issues.

Get a C‑suite view of cyber fraud; download the Webster Bank Cyber Fraud Index here.

Eastman

PARIS — The versatility of Eastman Naia™ Renew staple fiber was spotlighted at Première Vision Paris in mid-February. The curated display featured a diverse array of fabrics and garments developed in collaboration with various partners and brands.

Visitors explored Naia™ Renew collections showcasing the fiber’s sustainability and ability to enhance both performance and aesthetic appeal across a variety of applications, including woven, knitted and blended fabrics. These styles offer performance benefits such as durability, quick-drying properties, skin-friendly softness and superior comfort.

“Première Vision Paris provided a key platform for Eastman Naia™ to connect with designers, brands and innovators,” said Ruth Farrell, general manager of Eastman’s textiles division. “We welcomed the opportunity to share the responsible vision of Naia™ to create sustainable style for everyone.”

Farrell participated in a panel discussion, “How savoir-faire is reinventing the living world,” that explored innovative, bioengineered and biobased materials. Panelists discussed lab-grown alternatives reshaping fashion’s relationship with nature.

“The potential of Naia™ fibers is already inspiring brands worldwide,” Farrell said. “This is evident in the numerous commercial garments and market-ready applications that were on display, showcasing how Naia™ has become a staple in shops and wardrobes everywhere.”

Naia™ Renew partners with leading European mills that were also highlighted at Première Vision Paris. These mills bring advanced textile expertise and sustainability initiatives to the table.

“These collaborations support the shift toward nearshoring,” Farrell explained. “This approach helps reduce lead times, streamline logistics and minimize transportation-related emissions, ultimately lowering the overall environmental footprint. Furthermore, these partnerships ensure Naia™ Renew staple fibers are integrated into high-quality fabrics that meet the demands of today’s fashion industry, paving the way for a more sustainable future.”

Two featured partners at Première Vision included Riopele from Portugal and Pakipek from Turkey. Riopele has adopted Naia™ Renew fiber to create sustainable spun yarns and high-performance fabrics, while Pakipek integrates the fiber into its environmentally responsible womenswear textiles.

“This partnership with Eastman represents a significant milestone in our commitment to sustainability,” said Angela Telles, product manager from Riopele. “It demonstrates how companies from diverse backgrounds can collaborate to create a more circular future.” 

“Through our collaboration with Eastman, Pakipek utilizes acetate yarn to produce staple fiber products that offer exceptional softness and enhanced sustainability,” said Serkan Bükümcü board member of Pakipek. “This innovative blend delivers superior comfort while supporting eco-friendly practices. We take pride in contributing to a more sustainable future for a better world.”

About Eastman

Founded in 1920, Eastman is a global specialty materials company that produces a broad range of products found in items people use every day. With the purpose of enhancing the quality of life in a material way, Eastman works with customers to deliver innovative products and solutions while maintaining a commitment to safety and sustainability. The company’s innovation-driven growth model takes advantage of world-class technology platforms, deep customer engagement, and differentiated application development to grow its leading positions in attractive end markets such as transportation, building and construction, and consumables. As a globally inclusive company, Eastman employs approximately 14,000 people around the world and serves customers in more than 100 countries. The company had 2024 revenue of approximately $9.4 billion and is headquartered in Kingsport, Tennessee, USA. For more information, visit www.eastman.com.

Media contact

Menabò Group, Naia™ press support 
1-212-835-1620 
pressoffice@menabo.com

PSEG NewsRoom

NEWARK, N.J., March 5, 2025 /3BL/ – PSE&G’s latest Clean Energy Future Energy Efficiency (CEF-EE) report, covering program results from program implementation through September 30, 2024, highlight the program’s continued success in helping customers lower energy costs and reduce their carbon footprint.

Approximately 1.9 million customers have benefited from PSE&G’s energy-saving offerings tools, receiving valuable insights through energy usage reports, with more than 415,000 taking action through participation in energy efficiency initiatives, collectively saving nearly $640 million annuallyi on their utility bills.

Participating customers have benefited from more than 80,000 home energy assessmentsii, over 107,000 rebates for energy-efficient appliances, over 21,000 appliances recycled and approximately 320,000 smart thermostat purchases through the PSE&G Marketplace. These measures have contributed to significant energy savings and support New Jersey’s clean energy goals.

PSE&G’s energy efficiency programs for businesses also continue to provide value. To date, these programs have helped more than 14,500 New Jersey businesses implement or enhance energy efficiency measures, resulting in the completion of over 22,000 projects. Specifically, more than 1,300 small businesses have participated in the Small Business Direct Install Programiii and are projected to save approximately $18 million annuallyiv in energy costs.

Electric customers are projected to save approximately 2.5 million megawatt-hours annually—enough to power nearly 360,000 New Jersey homesv each year—while natural gas customers are anticipated to save over 64 million therms per year. Overall, the program is expected to avoid approximately 1.8 million metric tons of carbon dioxide emissions annuallyvi, equivalent to removing 400,000 gasoline-powered vehicles from the roadvii.

As part of its broader clean energy efforts, PSE&G remains focused on workforce development. Through the Clean Energy Jobs Program, more than 2,700 individuals have been placed in clean energy roles, helping to build a skilled workforce that supports both economic and environmental progress in New Jersey.

Additionally, PSE&G’s energy efficiency programs continue to garner industry awards, being recognized for excellence and winning nearly 60 awards over the years for achievements in program effectiveness and, workforce development and marketing, including the 2024 ENERGY STAR® Partner of the Year Award for Sustained Excellence.

For more information on PSE&G’s energy efficiency programs, visit homeenergy.pseg.com for residential customers or bizsave.pseg.com for business customers.

###

PSE&G

Public Service Electric & Gas Co. is New Jersey’s oldest and largest gas and electric delivery public utility, as well as one of the nation’s largest utilities. PSE&G has won the ReliabilityOne® Award for superior electric system reliability in the Mid-Atlantic region for 23 consecutive years. For the third consecutive year, PSE&G is the recipient of the ENERGY STAR Partner of the Year award in the Energy Efficiency Program Delivery category. In addition, in 2024 J.D. Power named PSE&G number one in customer satisfaction with residential electric service and gas service in the east among large utilities. PSE&G is a subsidiary of Public Service Enterprise Group Inc., (PSEG) (NYSE:PEG), a predominantly regulated infrastructure company focused on a clean energy future and has been named to the Dow Jones Sustainability Index for North America for 17 consecutive years (www.pseg.com).

Forward-Looking Statements

This release includes forward-looking statements, including but not limited to statements regarding anticipated or expected energy savings, cost saving and greenhouse gas emissions avoidance. There can be no assurance that such energy and costs savings and greenhouse gas emissions avoidance will be realized in the amounts described and / or in the timeframes anticipated. Such statements are based on management’s beliefs as well as assumptions made by and information currently available to management but are subject to risks and uncertainties, which could cause actual results to differ materially from those anticipated. Factors that may cause actual results to differ include, without limitation: the ability to implement our energy efficiency business strategy, and customer adoption of our energy efficiency offerings. All forward-looking statements made in this release are qualified by these cautionary statements and readers are cautioned not to place undue reliance on these forward-looking statements The forward-looking statements contained in this Report are intended to qualify for the safe harbor provisions of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended.

Contact:

Media Relations
Anide Eustache
1-862-370-5500

i Retail bill savings are based on rate class averages for residential and small commercial customers.

ii Home energy audit includes: Home Performance with ENERGY STAR® (HPwES), Home Weatherization Program and Quick Home Energy Check-up (QHEC).

iii The PSE&G Small Business Direct Install Program is designed to deliver comprehensive, cost-effective, energy efficiency equipment for eligible PSE&G business customers, with 12-month individual facility electricity average peak demand usage of less than 200 kW.

iv Retail bill savings are based on rate class averages for small commercial customers.

v Based on the median annual consumption of PSE&G’s residential customers.

vi Carbon dioxide savings for electricity are based on EPA eGRID marginal emission rates for the eastern RFC region.

vii Vehicle equivalency is based on EPA conversion factors.

The following is an excerpt from our FY24 Purpose Report, celebrating 40 years of impact at Cisco.

Much of our digital economy relies on large, energy intensive data centers that need to be operational 24/7 and require cooling systems to prevent overheating—and the growth of AI is increasing this demand. We believe the IT industry needs to stay one step ahead of this technological shift so sustainability is not an afterthought.

Large, global companies like Cisco have a critical role to play in balancing the demand for AI and digitalization with improvements in energy efficiency. This includes modernizing data centers, adopting energy management solutions that provide real-time energy usage insights, building a smart and resilient energy grid, and accelerating the transition to clean energy. Cisco prioritizes these efforts within our environmental sustainability strategy, The Plan for Possible, and we continue to advance our work in these areas as adoption of AI evolves.

At Cisco, smart energy consumption is a core element of our Circular Design Principles, and we are working to increase the energy efficiency of our products. For example, the Cisco UCS X-Series Modular System, which provides computing power for modern, AI-ready data centers, has been designed to improve energy efficiency and cooling when compared with previous UCS rack server releases. Cisco UCS X-Series is 54% more energy efficient at the processing (CPU) level than previous generations. And it is managed through the Cisco Intersight IT operations platform, which enables customers to dynamically adjust power for better efficiency.

As technology evolves rapidly, staying informed about the environmental performance of the latest devices and solutions can be challenging. For many years, Cisco has used voluntary third-party ecolabels, such as ENERGY STAR® and Electronic Product Environmental Assessment Tool, to indicate when certain products meet energy efficiency criteria and other environmental and social criteria associated with product design and our corporate Purpose.

In fiscal 2024, several of our Catalyst 9000 switches received ENERGY STAR certification in the Large Network Equipment category, empowering our customers to choose solutions that align with their own sustainability goals and can help reduce their environmental footprint while maintaining performance in their technology infrastructure. Cisco is one of the first companies to have ENERGY STAR-certified products in this category.

Having reliable environmental sustainability-related data, such as product energy consumption and product life cycle emissions, is important for many reasons. For example, it helps our customers better understand the environmental footprint of their networks and report their environmental impact.

To address this need, Cisco developed the Sustainability Data Foundation (SDF), an internal enterprise data platform that serves as our main source for environmental sustainability-related data for a range of use cases.

The SDF is part of our commitment to strong governance of our environmental sustainability efforts, which underpins The Plan for Possible. In fiscal 2024, we began using the SDF for several purposes, including generating customer-facing product carbon footprint reports and automating our own emissions accounting, which are important to evolving regulatory and reporting requirements. We continue to expand the data within the SDF and its application across our business.

Read the full FY24 Purpose Report

To learn more about the progress we’re making to Power an Inclusive Future for All, visit our Cisco Purpose Reporting Hub.

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