Tag: 3BL

VS&Co is launching its first Digital Product Passport (DPP) in February 2025 on select collections including VS Signature Cotton T-shirt Bras and the VSX Featherweight Max Sports Bras. The bra will feature a QR code that can be scanned by the customer, taking them to an enriched experience of the product. The DPP houses detailed information about materials, the product’s journey from raw material to finished goods, and new features to enhance the customer experience like “easy reorder.”

“We’re excited to introduce the Digital Product Passport, an important step in our commitment to transparency. By providing detailed insights into our product journey’s, we’re giving our customers easy access to important information about the products they wear, which in turn helps customers feel good about their purchase,” said Emily Farshchi, Traceability Manager, VS&Co.

“We’re especially proud that our DPPs will highlight the direct sourcing partnerships we have with four family farms in Alabama,” said Sarah Moore, AVP of ESG at VS&Co. ”We’ve produced more than 90 million Signature Cotton products made with cotton sourced directly from our farm partners. Our DPPs connect customers to the growers and makers behind their product.”

DPPs also make it easier to repair and recycle products by providing key information about materials and care. This helps ensure garments are processed correctly at the end of their life, reducing waste and supporting circular fashion. Since 2021, VS&Co has partnered with Debrand, founded by Amelia Eleitier, to improve garment recycling and extend the life of materials.

“VS&Co is committed to enhancing supply chain transparency, offering customers deeper insights into the journey of their purchases,” said Chris Callieri, Chief Supply Chain Officer, VS&Co. He adds, “Transparency is good business — it builds trust, highlights the intentional decisions we make in our product development, and demonstrates our suppliers’ commitments to sustainability.”

SANTA BARBARA, Calif. and PARSIPPANY, N.J., February 27, 2025 /3BL/ – Direct Relief, Teva Pharmaceuticals, and the National Association of Free and Charitable Clinics (NAFC) today announced the funding of Community Routes: Access to Mental Health Care grants, awarding $75,000 to each of 11 free and charitable clinics/pharmacies across Alabama, Mississippi, and Texas. Now in its third year, the initiative continues to address the critical need for expanded mental health services in medically underserved communities.

“Every day uninsured patients face barriers to accessing basic mental health services they need,” said Carol Richardson, Sustainability and Health Equity Lead, Teva U.S. “This latest round of grant funding will enable clinics in more states to expand existing or develop innovative new behavioral health programs that meet the needs of their local patient populations”.

Over the first two years, Community Routes grantees demonstrated significant impact across their communities reaching more than 63,000 beneficiaries. Clinics conducted 24,617 patient screenings for depression, anxiety, and adverse childhood experiences, helping identify and address previously unmet mental health needs. The program extended beyond direct patient care, with grantees training more than 2,800 community members, staff, and volunteers in mental health promotion and well-being. Additionally, clinics organized 131 community events to expand access to mental health education and services, strengthening their role as trusted healthcare resources.

Building on these achievements, this funding cycle prioritizes the creation and expansion of innovative care delivery models that integrate behavioral health services into existing clinical operations, with particular emphasis on evidence-based screening tools and treatment protocols for depression and anxiety.

“Mental health is an essential component of overall well-being, yet too many individuals in underserved communities struggle to access the care they need,” shared Nicole Lamoureux, NAFC President & CEO. “This program empowers clinics to bridge this gap by expanding behavioral health services and critical mental health support. By investing in these clinics, we are investing in the health and resilience of entire communities.”

The 2025 grant recipients include:

Alabama:

Medical Outreach Ministries (Montgomery) – Leveraging academic partnerships through the University of Alabama’s psychiatry residency program to integrate mental health services into primary care.Ozanam Charitable Pharmacy (Mobile) – Implementing screening tools for depression and within pharmacy services and connecting patients to necessary resources.St. Michael’s Medical Clinic (Anniston) – Integrating mental health services with primary care and social support services to address the complex needs of uninsured and homeless populations.

Mississippi:

Bethel Free Clinic, Inc. (Biloxi) – Enhancing mental health access for uninsured residents by integrating depression and anxiety screenings into patient care, referring those in need for further evaluation.

Texas:

Brother Bill’s Helping Hand (Dallas) – Improving mental health access for predominantly Latino communities through integrated care, community-based outreach, and culturally competent services.Heal the City Free Clinic (Amarillo) – Implementing community-based stigma reduction programs to increase understanding of mental health conditions and encourage individuals to seek support.Health for All (Bryan) – Expanding trauma-informed mental health services access for underserved populations and delivering culturally sensitive services tailored to their diverse community’s needs.Ibn Sina Foundation (Houston) – Emphasizing equitable access by addressing the distinct mental health needs of multiple underserved populations. Mercy Clinic of Fort Worth – Integrating behavioral health services into routine care and establishing patient navigation systems for uninsured Spanish-speaking patients.The Agape Clinic (Dallas) – Developing comprehensive mental health support systems, including therapy, case management, and peer support, for the underserved patient population.Woven Health Clinic (Farmers Branch) – Integrating mental health services into primary care by offering screenings for depression and anxiety, connection to individual counseling, and treatment plans.

Selected programs emphasize sustainable integration of mental health services through:

Implementation of standardized screening protocolsSupporting the clinical workforce through partnershipsIntegration of behavioral health into primary careExtending cultural competency across the full continuum of patient careSocial service referral networks

“Expanding mental health services in resource-limited settings has been a key focus of prior Community Routes funding, and this latest round will allow providers to reach even more people with critical services,” said Katie Lewis, Regional Director of U.S. Programs for Direct Relief. “These funds will allow clinics to build on successful approaches while exploring new strategies that fit the unique needs of the people and communities they serve.”

For a report on lessons learned from our Community Routes: Access to Mental Healthcare grantees, click here.

Community Routes: Access to Mental Health Care—a partnership between Teva, Direct Relief, and the National Association of Free and Charitable Clinics (NAFC)— is a unique access program that is helping to advance health equity and quality care for underserved populations across the U.S.

Teva is providing commonly used medicines that treat depression and anxiety to 400+ clinics in 10 states, as well as $4 million in grant funding to support innovative behavioral health services through local free and charitable clinics, tailored to meet the needs of their communities. To read more click here.

About Direct Relief 

Direct Relief is a humanitarian aid organization, active in all 50 states and more than 80 countries, with a mission to improve the health and lives of people affected by poverty or emergencies. Direct Relief works with healthcare providers operating in resource-limited communities to help them care for their patients by providing essential medical supplies and equipment. Learn more at DirectRelief.org.

About National Association of Free and Charitable Clinics 

National Association of Free and Charitable Clinics (NAFC) is the only nonprofit 501c (3) organization whose mission is solely focused on the issues and needs of the medically underserved throughout the nation and the more than 1,400 Free and Charitable Clinics that serve them. The NAFC has earned the Platinum Seal of Transparency from GuideStar and a 4-star rating from Charity Navigator. Founded in 2001 and headquartered near Washington, D.C., the NAFC is working to ensure that the medically underserved have access to affordable quality health care and strives to be a national voice promoting quality health care for all. For more information about the NAFC, please visit www.nafcclinics.org.

About Teva 

Teva Pharmaceutical Industries Ltd. (NYSE and TASE: TEVA) is a global pharmaceutical harnessing our generics expertise and stepping up innovation to continue the momentum behind the discovery, delivery, and expanded development of modern medicine. For over 120 years, Teva’s commitment to bettering health has never wavered. Today, the company’s global network of capabilities enables its ~37,000 employees across 57 markets to push the boundaries of scientific innovation and deliver quality medicines to help improve health outcomes of millions of patients every day. To learn more about how Teva is all in for better health, visit www.tevapharm.com.

Originally published on Aflac Newsroom

Last year, I stood onstage in Atlanta in front of 1,000 producers and talked about the mindset I had locked in for the year: “We will.”

And while it was meant to be a sort of rally cry as we marched toward success, it’s also a mantra I’ve carried with me throughout my career.

As I look back over the years, I’ve had many opportunities to walk through the door with an attitude of “I will” — from every sales call to the moment I was approached about an Assistant Director of Sales role that, more quickly than expected, turned into a Director of Sales position — that meant going from a $40 million sales quota to more than $1 billion. Plus, I was prepared for a personal six-month evolution, not a 16-day revolution. No pressure.

I could have easily said no and stayed within my own comfort zone. After all, I had found success where I was, and I was happy. But I wanted to do more and, instead of retreating back into the space I knew so well, I stepped into a new unknown. It helped to know that I wasn’t alone. I had three incredible leaders — Dan Amos, Teresa White, Mike Tomlinson — as well as my wife who believed in me probably more than I believed in myself. With them by my side and an incredible team to work with, I didn’t give in to the fear of a new environment; I stepped into my role with an attitude of “We will,” and it has served me well.

Having a positive outlook is a choice. So, with whatever decision you may be facing, here are my tips for turning “I’m not sure” into an attitude that screams out, “We will”:

Reframe your thinking. Instead of giving in to thoughts that suggest you may not have what it takes to succeed or finding comfort by retreating to what feels safe — which is completely natural — flip that into an affirmative statement with your definition of success: “I will achieve _____.” Another effective thing to do when the doubts start to creep in is to pause and jot down three things that you’re grateful for — gratitude is the enemy of negative thoughts. Do this every day.Take action. Don’t let fear prevent you from giving something a go. Challenge that instinct, take that first step, and keep going. You’ll be amazed how just taking action — large or small — can open up possibilities for personal and professional growth.Don’t be afraid to try again (and again, and again). Sometimes, despite our best efforts, things still don’t play out how we envision. If this happens, take time to debrief the situation, learn from it and, if you think it can work, make adjustments and give it another go. Coming up short does not have to equal failure. By trying again (and again), you’re signaling that you’re tenacious and refuse to quit.Build a personal board of directors. With a strong support system — or, as some call it, a personal board of directors — you’ll have a team of friends and colleagues you can lean on when things get rocky. I know I can count on mine to always be honest and give me sound counsel.Commit to giving back. There are so many ways to make a difference, and our most recent Aflac WorkForces Report shows that giving back is an important part of the employee experience. It’s easy to say that there aren’t enough resources or hours in the day, but giving your time and talents for a cause that you’re passionate about can be an excellent way to refuel and recharge for other work ahead of you. For me, being involved with the Aflac Cancer and Blood Disorders Center has been one of the most rewarding experiences of my life.

These are just a few of the many important lessons I’ve learned throughout my career, but they aren’t lessons that have helped just me. From my first day at Aflac, I’ve seen these in action; I’ve witnessed the incredible volume of strength and tenacity across the enterprise. In the 40 years since I joined the company, we’ve weathered unforeseen storms, ridden the many waves of a changing ecosystem, stared down obstacles, and turned them into successes time and time again — together, as one Aflac.

It’s more than camaraderie. It’s more than working with an army of high achievers. It’s about putting fear aside when faced with challenges and walking into these situations with a collective roar of “We will.”

# # #

Aflac includes American Family Life Assurance Company of Columbus and/or American

Family Life Assurance Company of New York and/or Continental American Insurance

Company and /or Continental American Life Insurance Company.

WWHQ | 1932 Wynnton Road | Columbus, GA 31999

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Each February, we celebrate National Engineers Week as a way to inspire future engineers, highlighting the career paths of employees across Veolia North America, including their successes, lessons learned and advice for the next generation. This year, we spoke with three engineers in our Municipal Water division, who work on everything from designing water networks, to upgrading existing infrastructure to managing teams across the country. 

Ceren Aralp, Vice President, Municipal Water Contract Operations

In her role, Ceren provides crucial support to our project teams nationwide, who are responsible for the operation and maintenance of water and wastewater facilities throughout the United States.

Ceren’s background includes years as an engineering consultant, where she worked closely with multiple public utilities as their engineer before coming to Veolia. Today, her focus is on providing leadership to technical teams at Veolia, concentrating on strategic planning as well as fostering a culture for professional growth and the achievement of organizational goals.

“Among the recent proposals and projects I’ve overseen or reviewed were initiatives focused on a pilot program for AI based predictive aeration control at one of our wastewater facilities, building a community supporting electrical teams (considering we have 200+ facilities, information sharing is critical part of our success), and a program to perform centrifuge optimization for biosolids dewatering,” she explains.

Reflecting on her work at Veolia, Ceren reinforces the importance of collaboration with her team and empowering them to ask questions, be curious and grow in their careers.

Helen King (Wiley), Associate Engineer, Municipal Water Pennsylvania

In her role as an associate engineer in our Municipal Water Pennsylvania region, Helen King (Wiley) works on a diverse range of projects. One project she’s particularly excited about right now is establishing a new surface water source and treatment facility. This project encompasses many things of engineering she’s passionate about: creative problem-solving, innovative technical design, and most importantly, having a positive impact on her community.

For others looking to pursue a career in the water sector, Helen advises that you stay open-minded to all opportunities:

“As a mechanical engineer, I initially hesitated to apply for my current role in water treatment, thinking it was better suited for civil or environmental engineers. However, by taking the leap, I discovered a fulfilling career path I hadn’t previously considered. I’ve learned that engineering offers infinite possibilities for application across various industries.”

She adds, “Don’t limit yourself based on preconceptions—be willing to try new things and step out of your comfort zone. Take advantage of every opportunity to learn about different fields, even if they don’t seem directly related to your major. You never know where these experiences might lead you.”

Beatriz Dundas, EIT, Project Engineer, Pennsylvania Municipal Water

Beatriz Dundas, EIT is part of our Pennsylvania Municipal Water team, working as a Project Engineer where she designs water network projects throughout the region. Her focus is on two major project categories:

Water Main replacement and relocation, where she helps update existing distribution systemsWater Main expansion, where she plans and designs new water main systems to provides access to reliable water infrastructure that meets all the regulatory requirements

Her advice to engineers looking to enter the water industry is this:

“Do not give up! The water utility business is a promising sector and with the drinking water regulations becoming more strict and often being revised it provides a stable career path with opportunities to learn and grow.”

Interested in learning more about other roles or starting a career at Veolia? Visit here. 

In the rapidly evolving world of technology and sustainability, Electronic Responsible Recyclers (ER2) has earned the prestigious FedEx Champion of Global Entrepreneurship award. Sponsored by FedEx, this award celebrates businesses that exemplify innovation, sustainability, and social impact on a global scale. The recognition is annually conferred to one company on the Inner City 100 list, which honors the 100 fastest-growing companies in under-resourced communities across the United States. The 2024 IC100 winners were unveiled at ICIC’s 30th Anniversary Celebration.

Speaking about the award, Jenny Robertson, Senior Vice President of Global Brand and Communications at FedEx, stated, “FedEx equips entrepreneurs from all backgrounds with the training, connections, and access to capital they need to more effectively compete in the global marketplace, build a customer base, generate new jobs, and create a better living for themselves and their communities.”

Founded by Chris Ko, ER2 specializes in helping large companies manage their IT hardware assets throughout their lifecycle — from acquisition to disposal. What sets ER2 apart, however, is its commitment to making a difference. “We recycle IT hardware and donate it to underprivileged families, students, and veterans all across the world,” Ko explains. By extending the life of technology, ER2 not only supports sustainability but also helps underserved communities gain access to essential tools.

A Global Footprint with Local Impact

ER2 works with some of the largest Fortune 100 companies, providing seamless service across the globe, including regions like the UAE, India, and South America. “Our objective is to help service [international clients] just like we do stateside,” Ko says.

Internationally, ER2’s contributions include donating 2,000 keyboards to a school in Africa, giving students their first hands-on typing experience. As Ko puts it, “These are the little things we can do to empower others to transform their lives by investing in themselves and embracing technology that once felt out of reach.” But ER2’s impact is just as profound locally. The company donates about 1,000 laptops annually to programs like Nashville’s Anywhere Access for All, helping underserved populations and elderly residents access technology and training.

Robertson further emphasized the importance of these efforts, saying, “Small businesses are critical to the success of FedEx — not only as customers, but as suppliers and vendors as well. Our collaboration with ICIC furthers our goals to empower entrepreneurs by supporting programming for small business owners from under-resourced communities.”

A Culture of Service and Humility

ER2’s mission is deeply rooted in its core values of servanthood, humility, excellence, and continuous improvement. From high-fiving team members at the start of the day to fostering an environment of camaraderie, the company prioritizes people at every level. “We started our organization trying to create a place where people feel actually real, valued, cared for, embraced, and loved exactly as they are,” Ko shares.

This positive culture extends to ER2’s clients, team members, and global community. Rocky Jackson, a key team member, notes, “The people are the most unique asset that we have here…This is absolutely a place that most of our team members love coming into in the mornings.”

Unity in Action

As an alumnus of ICIC programs, Ko recognizes the power of collaboration and shared knowledge. “In this type of network, we’re able to bounce ideas off of each other, overcome obstacles, and provide insights to promote people doing similar things in different ways,” he explains. This spirit of teamwork aligns closely with the broader goals of FedEx. As Robertson puts it, “FedEx is committed to making a meaningful difference in communities by promoting positive change.”

As a FedEx Champion of Global Entrepreneurship, ER2 exemplifies how businesses can drive innovation and create lasting impact. Ko emphasizes the importance of defining a clear vision, mission, and values, which serve as guiding principles for ER2. “Everyone in our company knows them. It’s something we absolutely constantly stay focused on because we don’t ever want to lose sight of why we’re doing what we’re doing and the impact that we can have,” he says.

Looking Ahead

ER2’s recognition as a FedEx Champion of Global Entrepreneurship underscores its ability to merge sustainability, innovation, and community impact into a successful business model. From recycling IT assets to bridging the digital divide, ER2’s work demonstrates the power of socially conscious entrepreneurship.

By sharing stories like ER2’s, ICIC and FedEx continue their mission of empowering small businesses and entrepreneurs to build a better future. ER2’s journey serves as a shining example of how businesses can create meaningful change, one laptop, one keyboard, and one connection at a time.

About the IC100 Awards

Since 1999, ICIC has identified and honored the 100 fastest-growing businesses located in under-resourced communities through the prestigious Inner City 100 (IC100) awards. Throughout this period, ICIC has had the privilege of learning about and highlighting more than 1,000 remarkable business leaders and companies from across the United States. These firms have proven to be catalysts for job growth and promoters of a thriving, inclusive economy, even amidst challenging circumstances. Furthermore, they have actively contributed to the enhancement of their communities by generously donating their time and resources to local organizations and charitable causes.

Learn more about the IC100 Awards and eligibility criteria for this year’s list at icic.org/ic100.

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

CARROLLTON, Ga., February 26, 2025 /3BL/ – The Science Based Targets initiative (SBTi) has validated that the science-based greenhouse gas emissions reduction targets submitted by Southwire, North America’s leading wire and cable company, conform with the SBTi Criteria and Recommendations.

SBTi is a corporate climate action organization that enables companies and financial institutions worldwide to play their part in combating the climate crisis. The latest climate science from the Intergovernmental Panel on Climate Change (IPCC) shows that it is still possible to limit global temperature rise to 1.5°C, but we are dangerously close to that threshold.

“As the effects of climate change become increasingly clear, taking action to help limit global temperature rise is imperative,” said Burt Fealing, Southwire’s EVP General Counsel and Chief Sustainability Officer. “Setting science-based targets is one of the ways that Southwire is joining in on the commitment to address climate change and work toward mitigating damaging impacts to our communities.”

Southwire’s targets 

Southwire has committed to reduce absolute Scope 1 and 2 GHG emissions 54.8% by 2032, from a 2022 base year. Scope 1 and 2 emissions result from the direct consumption of fuels and use of purchased electricity.Southwire also commits to reduce absolute Scope 3 GHG emissions 30% within the same timeframe. Scope 3 emissions are associated with a company’s value chain, including raw materials purchased and the use of sold products.

“As we celebrate the 75-year history of Southwire, we remain anchored by our vision: We Deliver Power…Responsibly®,” said Rich Stinson, Southwire’s President and CEO. “The actions we take today will help to ensure that Southwire, as well as our communities and resources, will remain generationally sustainable for the next 75 years and beyond.”

Validation from SBTi marks the company’s transition away from its former Carbon Zero goal of carbon neutrality with the use of offsets by 2025 and toward a science-based target of carbon reduction by 2032 without the use of offsets. The transition reflects Southwire’s commitment to prioritizing direct emissions reduction within its own operations and value chain.

To learn more about Southwire’s commitment to sustainability, visit https://www.southwire.com/sustainability.

Originally published on GoDaddy Resource Library

By Alexandra Rosen and Ginger Siegel

Despite the economy’s deep reliance on small businesses, it can be difficult as a small business owner to connect the dots between the solutions available and how to effectively unlock their potential. 

America’s small businesses have demonstrated double-digit growth in the last few years but continue to face common challenges in isolation, disconnected from a greater support system. 

During the pandemic, organizations like Mastercard and GoDaddy were able to collect timely and reliable data on these businesses — as brick-and-mortars pivoted online, displaced workers started side hustles, and people pursued new passions — and our research shows less than half of small and microbusiness (those with fewer than ten employees) owners are aware of the resources available to them. 

Small and micro business owners need a digital presence, access to capital, and support from friends, family and people who know how to harness the passion of an entrepreneur. Our research shows owners who are aware and take advantage of available resources tend to have higher revenues and greater optimism, underscoring the importance of a data-driven, customized approach.

The economic engine: Entrepreneurship is powerful and the data shows it

Small businesses are responsible for creating 64% of all new jobs, nearly half of the American workforce, and represent about 44% of the nation’s GDP, fostering innovation, driving competition, and providing personalization that large corporations often cannot match. 

GoDaddy’s Venture Forward research initiative has found at the county level, each entrepreneur with a digital microbusiness creates seven or more jobs by hiring directly, indirectly, or creating more demand and spending in their communities. In addition, they increase median household income growth and unemployment over the years. When these businesses struggle or close, unemployment rates rise, and community vitality lowers.

Community impact 

Small businesses are the fabric of our communities, sponsoring local events, supporting charities, providing personalized services and acting as a catalyst for community spirit. Venture Forward also found that one in four online microbusinesses only serve customers in their city or neighborhood.

Digital momentum/digital readiness 

The COVID-19 pandemic highlighted a significant gap in the digital capabilities of small businesses. At that point, 11 million small businesses lacked a robust digital presence, hindering their ability to adapt to changing consumer behaviors during lockdowns. 

As consumers shifted to online shopping, businesses without an online footprint found themselves at a severe disadvantage. The closure rate for these businesses was notably higher than those with an existing digital presence before the pandemic, primarily because they couldn’t reach their customers through digital channels.

Having an online presence is no longer optional for small businesses — it’s a necessity to reach customers who are increasingly spending online. Small businesses must invest in digital tools like social media, ecommerce platforms, and digital marketing strategies to compete with larger corporations. 

With the rate of new online microbusinesses exceeding the population growth by more than five-to-one in the last four years, competition is at an all-time high, but so is opportunity. As inflation has eased this year, the Microbusiness Activity Index has seen website activity increase across the United States.

Access to capital/financial planning 

The motivations and backgrounds of small business owners have continued to expand, but the challenge of obtaining capital and funding has remained. Only 57% of loan applications are approved, despite that the majority need less than $5k to get started, and 82% of SMBs go out of business due to a lack of cash flow. Research also found that those who invest more in the beginning tend to make more in monthly revenue.

Entrepreneurs need to manage their cash flow and front-end operations well — Mastercard’s Digital Doors can help with these aspects. Key advice includes not intertwining personal finance with business and avoiding maxing out personal credit cards.

There are many options for different types of small business funding, and it’s important to understand what’s available. Capital providers also need to continue innovating in their underwriting and application processing approach to remove barriers for small and microbusinesses.

The role of technology 

Small business owners often juggle multiple roles without the luxury of dedicated departments, interacting with a number of platforms simultaneously. GoDaddy and Mastercard each provide a complementary, connected digital ecosystem that simplifies operations and streamlines processes. 

For instance, easy-to-use digital platforms and generative AI tools can empower businesses to manage their online presence effectively with custom posts and strategies, connecting with customers faster and driving sales.

Our vision 

The pandemic took its toll on businesses of all sizes, but we’re seeing a major boom in entrepreneurship activity across both rural and urban areas. The number of new digital microbusinesses has grown up to 16% in the last four years. These enterprises make up 92%of registered companies in the US and their success is vital for a robust economy. Making digital tools and resources accessible is key to helping small businesses thrive in a digital world.

At GoDaddy and Mastercard, we are committed to ensuring that small businesses have the support they need to succeed, from easy-to-use digital platforms to marketing resources, cybersecurity solutions, and financial services. By doing so, we can help contribute to our communities and drive economic growth. 

By standing with those who empower us to shop our neighborhood businesses and online, we can collectively invest in the future and fortify the resilience of our communities.

Alexandra Rosen 
Alexandra Rosen leads GoDaddy Venture Forward, a research initiative that quantifies the impact of over 20 million online microbusinesses on local economies and provides insights into the needs of these entrepreneurs. As senior director, she collaborates with economists, policymakers, and think tanks to support small businesses through informed policies and programs. With a background in marketing at Cisco and Google, Alexandra is committed to using technology to make opportunities more inclusive, and her work has been featured in media such as the New York Times and HBR.

More Articles by Alexandra Rosen

Ginger Siegel

Ginger Siegel is the North America Small Business Lead for Mastercard, bringing over 30 years of industry leadership experience. Previously, she was a leader in the Financial Services group at Deloitte, specializing in Fintech, bank partnerships, and small business banking strategy. Her extensive career includes executive roles at multinational and regional banks, focusing on strategy, execution, and revenue growth.

More Articles by Ginger Siegel

Originally published on U.S. Bank company blog

It’s awards season and that means movie fans are trying to see all the nominees and predict who is going to win. A little-known fact is that U.S. Bancorp Impact Finance, best known for its work in affordable housing and environmental finance, plays a role in helping to finance some of the films we see.

In the 2000s, when iPods, reality television and movie streaming were rising in popularity, Impact Finance closed on its first film tax credit deal. To date, the U.S. Bank subsidiary has purchased $433 million in film credits involving 244 different productions in 15 different states.

“It’s remarkable how much this aspect of our business has grown as states and communities across the country have embraced the economic benefits of film production,” said Robert Espeland, Impact Finance senior vice president of State Tax Credits.

The Impact Finance role begins after a production company, network or studio contacts a state’s film office with a potential project and applies for tax credits that will be certified before the project goes into production.

Once the tax credits are awarded, the applicant commits to spending within the state on qualified expenditures such as labor, rentals, food, hotels, etc. Once the project is complete and the state has issued the credits, Impact Finance purchases the credits from the film company.

“By U.S. Bank being a part of these transactions, we support economic development across the country,” Espeland said. “Additionally, it allows us to interconnect business lines across the bank and the clients we serve.”

State governments typically offer film tax credits because they generate spending and jobs in their jurisdiction, Espeland said. The film and TV production industry is a multibillion-dollar business in the U.S., and incentives give states a tool to attract production and spending. A few of the states where U.S. Bank has been involved with numerous productions include California, Georgia, Illinois, Minnesota and Montana.

Melodie Bahan started in 2017 as executive director of the non-profit that preceded Explore Minnesota Film, where she’s currently deputy director. Since 2022 in Minnesota, Impact Finance has purchased $4.05 million in tax credits from 11 different productions, and Bahan has worked with U.S. Bank on multiple occasions.

“The goal of our program is to benefit Minnesota, so we love that U.S. Bank is a Minnesota-based company,” she said. “When a financial institution understands what we do, wants to help and support us – that’s a win for everyone.”

“From the talent to the producers to the lighting and makeup experts to the caterers and everyone in between, “a lot of jobs are created locally to bring one production to life.”

– Robert Espeland, Impact Finance senior vice president of State Tax Credits

Espeland said it’s an honor to work with production companies on these films and then watch them come to fruition.

“To see them come together from the early phases is unique because many of the films, for example, start with a working title that later morphs into something else,” he said. “I’ve enjoyed the opportunity to visit film sets and am always amazed at the number of people involved, from the talent to the producers to the lighting and makeup experts to the caterers and everyone in between. A lot of jobs are created locally to bring one production to life.” 
 

By Minjia Yang and Kristen Coco

A new report on sustainable finance developed by the United Nations Global Compact Network USA features the International WELL Building Institute (IWBI), highlighting the critical role of social sustainability in driving financial strategies and investment decisions.

The report, Driving Progress: Sustainable Finance for the Advancement of the SDGs, “explores how American businesses leverage sustainable finance to address the world’s most pressing challenges while generating competitive returns.” Examples from IWBI, along with other industry-leading companies like Citi and International Motors, showcase how businesses are embedding sustainability considerations into financial strategies to drive long-term value. IWBI case studies reflect its leadership in advancing people-first strategies and integrating health, well-being and equity considerations into financial decision-making, corporate governance and investment frameworks.

We caught up with Minjia Yang, Vice President and Head of Sustainable Finance at IWBI, who recently joined leading finance and sustainability experts to help launch the report at GreenBiz 25 during the Driving Progress: Sustainable Finance for the Advancement of the SDGs event. Here’s what she had to say about the growing role of people-centered strategies in sustainable finance.

Q: What’s the state of sustainable finance today, and how can sustainable finance align corporate objectives with social and environmental impact?

A: Despite the rapid expansion of sustainable finance, social factors remain significantly underrepresented, accounting for just 23% of sustainability-linked financing since 2017.(1) At IWBI, we are working to change that by demonstrating how prioritizing human health, safety and well-being can drive measurable business and societal benefits.

Sustainability-linked loans, bonds and other financial instruments can incorporate verified social sustainability strategies, such as those outlined in the WELL Building Standard (WELL), to enhance business performance and advance the Sustainable Development Goals (SDGs). We are seeing firsthand how organizations and investors are increasingly leveraging third-party verified sustainability frameworks to enhance workforce well-being, strengthen impact measurement and improve organizational resilience.

IWBI’s inclusion in the UN Global Compact Network USA report further emphasizes that social sustainability is a critical piece of the finance puzzle. The report helps to validate the awareness that investments in people-centric strategies are essential to long-term financial resilience and impact. Research cited in the report shows that investments in healthier workplaces, fair labor practices and inclusive design strategies can drive financial returns by improving productivity, reducing absenteeism and enhancing employee retention.

Q. What are your top three takeaways about the evolution of sustainable finance?

A. The future of sustainable finance is about leadership. Companies have a choice: to lead or to follow. With 40+ sustainability taxonomies worldwide, global businesses can no longer afford to focus only on domestic regulations. Proactive action on sustainability regulation and finance is essential for long-term business resilience.

Sustainability labels may evolve, but the core values remain. Labels, definitions and terminology in sustainability will continue to shift, but the fundamental principles that bring us together—building a responsible, resilient future—remain unchanged.

True sustainability means both environmental and social resilience. Social sustainability strategies, like those found in the WELL Standard, are increasingly embedded in sustainable finance frameworks and corporate reporting globally, demonstrating the financial value of investing in people.

Q: What’s next on the horizon for IWBI’s continued leadership in sustainable finance?

A. As a global sustainability standards body with a dedicated focus on social sustainability, IWBI will continue to help shape international conversations on sustainable finance, responsible investment and corporate reporting. Through our work, we’re providing a framework to integrate people-first sustainability strategies into financial instruments and corporate governance.

In 2024, IWBI launched the Sustainable Finance Task Force, bringing together leading organizations—including UN Global Compact Network USA, World Economic Forum, Milken Institute, Aviva Investors, AON, Basis Investment Group, Aligned Climate Capital, GBCI and others—to accelerate the flow of capital and policy toward social sustainability.

Building on this momentum, IWBI will publish a comprehensive special report on sustainable finance this year, featuring case studies from pioneering organizations worldwide. This new resource is designed to drive innovation and expand the adoption of holistic sustainability strategies in financing and investment activities across industries and global markets.

In July of this year, we’ll also host our second-ever Social Sustainability Summit in Amsterdam, The Netherlands, to further explore sustainable finance strategies, the equitable transition to a low-carbon economy, global regulatory trends in sustainability and innovative approaches to enhance well-being for people and the planet.

With WELL adoption spanning nearly 5.8 billion square feet across 136 countries as of January 2025, IWBI has played a pivotal role in demonstrating how organizations, financial markets and regulatory frameworks can better incorporate social impact metrics alongside environmental considerations.

Q. And finally, what’s one tip you have for organizations starting their sustainable finance journey?

A: Organizations should consider holistic KPIs for sustainable finance—including both environmental and social metrics such as employee health and well-being, community engagement, and end-user impact. These factors are not only crucial for a sustainable finance framework but also for long-term business success. (2, 3, 4)

Download the UN Global Compact Network USA report: Driving Progress: Sustainable Finance for the Advancement of the SDGs.

For more information on IWBI’s role in sustainable finance, visit www.wellcertified.com/esg and access the WELL – Sustainable Finance Slide Deck.
 

(1) International Finance Corporation, Social KPIs Matter: Setting Robust Indicators for Sustainability-Linked Finance, Washington D.C., 2023, https://commdev.org/wp-content/uploads/pdf/publications/Social_KPIs_Matter_Draft_for_Discussion.pdf
(2) “The Financial Impact of Healthy Buildings,” MIT Media Lab, December 1, 2020, [https://realestateinnovationlab.mit.edu/research_article/the-financial-impact-of-healthy-buildings/ ](Brown, Martin, “Demonstrating the New Normal,” Specifi, https://www.specifi.co.uk/demonstrating-the-new-normal/)
(3) Tsai, H., Wu, Y., “Changes in Corporate Social Responsibility and Stock Performance,” Journal of Business Ethics, 178, 735-755, 2022, https://doi.org/10.1007/s10551-021-04772-w
(4) Brown, Martin, “Demonstrating the New Normal,” Specifi, https://www.specifi.co.uk/demonstrating-the-new-normal/

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Download the Webster Bank Cyber Fraud Index here

Cyber fraud is a growing risk for many businesses, their customers and their reputations. To find out how C-suite leaders are handling cybersecurity, we surveyed 150 of them. Our exclusive Cyber Fraud Index presents our findings . . . and some surprising insights.

Our 2024 Cyber Fraud Index Score reflects executives’ insecurities.

During an era of rising cybercrime, we asked C-suite executives how confident they are in their organization’s ability to protect itself from cyber fraud. Our Cyber Fraud Index Score represents the percentages who answered “Very Confident” or “Confident.”

Cyber Fraud Index Score: 55

We Took the Elevator up to the C-Suite for a Look Into How Executives Are Reacting to Cyber Fraud.

With cybercrime on the rise, Webster Bank wanted to better understand how business leaders are feeling about the risks they face, and how they’re protecting their organizations.

So we fielded an exclusive, intensive market study to dive into the matter, and asked questions designed to:

Identify the primary concerns C-suite leaders have about cyber fraud and cybersecurity.Explore the different issues that cause them concern, as well as who they believe will be impacted by  
these issues.Understand the cybersecurity protection measures organizations have implemented.Learn about executives’ experiences of being cyber fraud victims, as well as the impact.Assess how these leaders and organizations perceive their bank as a resource for addressing cyber fraud concerns.

Nothing’s more important to Webster than the success of our business customers. And we know a big part of that depends on security. So let’s take a closer look at the insights we discovered in our 2024 Cyber Fraud Index survey.

Are C-Suite Leaders Facing a Confidence Crisis?

Only 11% our respondents were “very confident” in their organization’s ability to protect itself from cyber fraud.

11%: Very confident44%: confident40%: Somewhat confident5%: Not very confident

The how and the who behind our survey.

The Cyber Fraud Index Methodology.

Our study was fielded in October 2024. It included both open-ended and closed questions, and took approximately 8 minutes to complete. We received 150 completes from C-Suite executives, most of whom identified themselves as one of the following:

Chief Information Security OfficerChief Information OfficerChief Financial OfficerChief Technology Office

Company Revenue

Our respondents were nearly evenly split between companies above $500m in revenue and those below.

48%: $500M+25%: Between $100M and $249M13%: Between $250M and $499M

Industries

Most of our respondents worked in the technology, healthcare, manufacturing, education and financial services industries.

18%: Technology Computing IT16%: Healthcare 14%: Manufacturing11%: Education9%: Financial Services

Level of Responsibility

Most of our respondents were primarily responsible for their company’s cybersecurity decisions.

87%: Primarily responsible13%: Somewhat responsible

Insights that attracted our attention.

An Executive Summary of Our C-Suite Survey.

Our Cyber Fraud Index uncovered many interesting statistics, but a few insights stood out when stepping back and looking at the bigger picture. As you analyze our results in the following pages, keep an eye out for the following themes and potential conflicts:

Tension between concerns and relied-upon resources.

Many C-Suite leaders identified third-party vendor risk as one of their top cybersecurity concerns, yet 6 in 10 still depend on third-party IT providers and consultants to protect their organizations from cyber fraud.

Cybersecurity plans vs. budgets.

91% of C-Suite executives report having a cybersecurity plan in place, but more than half also feel their cybersecurity budget is insufficient. This suggests that many executives want to do more to protect against cyber fraud but lack the funds.

High adoption of technical defenses, but low strategic guidance.

Many respondents have defenses like firewalls and multifactor authentication in place, but only about half have established a cybersecurity advisory council or a similar group to provide strategic guidance and governance on new and emerging threats.

High reliance on internal protection, but low confidence in cybersecurity.

92% of the executives we surveyed rely on internal IT resources as their primary line of defense, but less than half are fully confident in their organization’s cybersecurity measures.

The desire for more bank support.

The C-Suite leaders who responded expressed a desire for banks to take a more active role in cyber fraud protection, but 40% are neutral or unsatisfied with what their banks offer them.

Resource Reliance

The majority of respondents rely on internal IT resources, but also call upon outside resources, despite concerns over third-party risks.

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