Tag: 3BL

A coordinated nationwide campaign in honor of Hidden Valley Ranch’s 70th anniversary brought teammates across the U.S. together to volunteer their time with nonprofit organizations working to address food insecurity. The Seven Communities for Seven Decades project, spearheaded by the brand in partnership with our Social Impact team, aimed to strengthen the places we call home.

Here are some highlights from the project: 

Minneapolis, Minnesota: Teammates from our sales office packed 2,100 pounds of food at Second Harvest Heartland, providing 6,300 meals to feed the hungry.Bentonville, Arkansas: In support of the Northwest Arkansas Food Bank which serves 11.1 million meals annually, our volunteers spent time organizing food to help facilitate donations.Reno, Nevada: Twenty teammates from our Hidden Valley Ranch plant packed nearly 1,300 pounds of food for the Food Bank of Northern Nevada, contributing more than 1,000 meals.Alpharetta, Georgia: Following a donation drive, 20 teammates organized and packed items for the North Fulton Community Charities Food Bank, serving 875 families weekly.Mason, Ohio: Eighteen teammates volunteered at the Freestore Food Bank, which distributes 47 million meals annually.Wheeling, Illinois: At this Hidden Valley Ranch plant, 75 teammates packed 300 bags of food for The Wheeling Township Food Pantry, supporting 38,000 residents.

Through these efforts, the brand strengthened nonprofit ties and supported thousands of families — and, in the process, continued to build on its 70-year legacy.

This project truly sits at the heart of what I value most about working for Clorox, which is how we put people at the center, both with our employees and our communities we’ve proudly served for generations.

Stewart Morrissey, Senior Director, Supply Chain & Services Lead – Food BU

Learn more about how Clorox supports public health and the communities where our employees live and work here.

How would it feel to know the work you do each day is impacting human health on a global scale? As genomics enables a new era of heath care, Illumina technology is empowering personalized care – improving health outcomes for all. Regardless of background, department, or job function, a commitment to this work connects every Illumina employee. Meet three professionals working at Illumina to discover what it’s like to know your work is making a difference.

Watch: Share Your Why | Why do you show up for work each day at Illumina?

A global genomics leader, Illumina provides comprehensive next-generation sequencing solutions to the research, clinical, and applied markets. Through collaborative innovation, Illumina is fueling groundbreaking advancements in oncology, reproductive health, genetic disease, microbiology, agriculture, forensic science, and beyond.

To learn more about working at Illumina, visit our careers site.

Erin Bigley, CFA| Chief Responsibility Officer

Luke Pryor| Portfolio Manager—Security of the Future; Co-Portfolio Manager—Strategic Equities and Responsible US Equities

Guidelines on human rights have helped shape some of the key principles of corporate responsibility. Increasingly, however, governments are hardening guidelines into law. Penalties for companies that fail to comply may be severe—but the risks to investors can be mitigated, in our view, by the right approach to research.

The launch in July 2024 of the European Union’s Directive on Corporate Sustainability Due Diligence (CSDDD) reflected a global trend for a tighter regulatory approach to ensure that businesses behave appropriately regarding human rights and the environment.

Previously, the regulatory regime had relied on persuasion, rather than enforcement. In 2011, for example, the UN Guiding Principles on Business and Human Rights (UNGPs) recognized that, under international law, companies have a duty to respect human rights. While not legally binding, the UNGPs formed the cornerstone of the business and human rights legal framework.

The CSDDD incorporates the standards of the UNGPs and other voluntary schemes but makes them mandatory for companies that meet certain criteria, such as net worldwide turnover of more than €450 million ($493 million) for EU companies, and net turnover generated within the EU of more than €450 million for non-EU companies. Financial penalties for companies that do not comply are steep, with the maximum penalty to be at least 5% of global turnover.

Compliance requirements and fines are not the only challenge for companies and investors. Like the voluntary frameworks, the emerging legally enforceable regulations are likely to differ across jurisdictions, exposing companies to multiple requirements. The new regulations are also pushing investors to think more broadly about how they account for human rights in their portfolios.

More Rights, More Risks

Investors often associate human rights with issues related to poor working conditions, such as inadequate wages, unsafe working environments or exploitative labor practices. Many companies address these issues by publishing modern slavery statements and by implementing labor-practice codes of conduct along their supply chains.

But the recognized range of human rights extends well beyond the workplace and modern slavery and includes such areas as health, Indigenous rights, equality and nondiscrimination. The shift from voluntary to mandatory regulation provides impetus for investors to incorporate these and other rights into their investment processes (Display).

Case Study 1: The Right to Health

Per- and polyfluoroalkyl substances (PFAS) are synthetic chemicals used in a variety of industrial applications because of their resistance to heat, water and oil. As they do not break down easily, they accumulate in both the environment and human bodies and have been linked to severe health risks. Regulatory action around PFAS has increased sharply in recent years (Display).

Many companies are facing major PFAS-related litigation. During the last two decades, for example, one major manufacturer has faced about 4,000 lawsuits linked to products containing PFAS. In 2023, the company reached an agreement to pay $10.3 billion over 13 years to fund public water suppliers in the US that have detected PFAS chemicals in drinking water. The settlement reflects only a portion of the company’s legal liabilities, however, and more lawsuits are expected, including personal injury and environmental litigation.

Case Study 2: Indigenous Rights

The site of a proposed copper mine in the US is estimated to hold more than 40 billion pounds of the metal, which is a crucial component of electric vehicles and most electronic devices. But the site is sacred to a Native American tribe. The mine, if built, would create a crater nearly two miles wide and more than 1,000 feet deep. As well as destroying the sacred site, the mining process would use—and allegedly pollute—6.5 billion gallons of water a year.

Such controversies are not unusual, as Indigenous peoples are disproportionately affected by business activities (Display).

The project has faced numerous legal challenges, with Indigenous groups filing lawsuits to halt the land transfer and mining operations. Estimates suggest that the mine’s backers have invested more than $2 billion so far and that progress has been delayed by a decade.

Case Study 3: AI and Rights to Equality and Nondiscrimination

In 2014, a US company began developing an AI-driven recruitment tool designed to automate the review of job applicants. In 2018, the system was said to have favored male applicants over female ones because it had been trained on historical data from predominantly male resumes. The company scrapped the tool in response to public criticism and regulatory concerns.

Think Big and Dig Deep

The challenge posed to investors by the evolving human rights landscape is two-fold: Regulation is becoming compulsory rather than voluntary, with the potential for financial penalties that could adversely affect company valuations. And investors are being steered toward broadening the range of human rights issues they address in their strategies.

Investors can mitigate these risks, in our view, by thinking big and digging deep—in other words, by looking at human rights issues from the broadest possible perspective and using fundamental research and corporate engagement* to understand how these rights intersect with each other, with corporate sustainability, and with their investment strategies and objectives.

*AB engages issuers where it believes the engagement is in the best financial interest of its clients.

The authors would like to thank Roxanne Low, ESG Analyst with AB’s Responsible Investing team, for her research contributions.

The views expressed herein do not constitute research, investment advice or trade recommendations and do not necessarily represent the views of all AB portfolio-management teams. Views are subject to change over time.

Learn more about AB’s approach to responsibility here.

Originally published on Bristol Myers Squibb News & Perspectives

This year brings renewed hope to the fight against lung cancer because the public health community has the tools they need to turn the tide – and they are already seeing the results in action.

Early detection through screening is key to improving lung cancer survivorship – when lung cancer is discovered early enough to be surgically removed before spreading, a patient’s chance of surviving five years jumps from 4% to 55%. Yet, only a small minority of eligible patients are currently being screened.

The Bristol Myers Squibb Foundation (BMS Foundation), an independent charitable organization, is working to change that. Through an expanding network of innovative, community-based programs and research initiatives, the BMS Foundation aims to increase access to screening in underserved communities and better understand who may be at risk. Together, these efforts are designed to improve health outcomes and enable more patients to benefit from early detection.

“Early detection saves lives. But far too many Americans, especially people in underserved communities, face barriers to accessing lung cancer screening,” said Catharine Grimes, president of the BMS Foundation. “Through our capacity-building lung cancer screening grants, we are empowering local healthcare providers and researchers, improving health outcomes and bringing this life-saving modality to communities across the country.”

One example of the BMS Foundation’s current work builds on the remarkable success of Kentucky LEADS (Lung Cancer Education, Awareness, Detection and Survivorship). Launched in 2014 with a $7 million grant, this initiative helped Kentucky – once the state with the highest lung cancer mortality rate – achieve a 10% decline in late-stage diagnoses and rise to the second-highest lung cancer screening rate nationally.

With a new $6.8 million grant from the BMS Foundation, the same team of researchers at the University of Kentucky Markey Cancer Center and the University of Colorado Cancer Center are leading QUILS™ (Quality Implementation of Lung Cancer Screening) to bring similar results to Mississippi and Nevada – states chosen for their high lung cancer burden and low screening rates.

“Our experience in Kentucky has taught us that improving lung cancer screening rates requires a collaborative, quality-focused approach,” said Jennifer Redmond Knight, co-principal investigator of Kentucky LEADS Collaborative and an assistant professor in the UK College of Public Health. “This funding will allow us to apply what we’ve learned in Kentucky to help create targeted solutions for Mississippi and Nevada, potentially setting a new standard for lung cancer screening nationwide.”

Building on successful efforts to expand screening access in rural communities, the BMS Foundation is also addressing similar challenges in high-risk urban areas. In Los Angeles County, where screening rates hover at just 5-6%, they recently awarded a $2.5 million grant to UCLA Health to lead CAL-PALS (California Partnerships to Increase Access to Lung Cancer Screening). The program will expand access to lung cancer screening for ethnically minoritized and low-income groups through collaborations with community hospitals.

“Unfortunately, many high-risk individuals face barriers to accessing lung cancer screening and our hope is that this initiative will demonstrate how a high-resource institution like UCLA can help community hospitals not only save more lives in the short term but also pave the way for lasting improvements in lung cancer outcomes across the region and entire state of California,” said Dr. Drew Moghanaki, professor and chief of thoracic oncology in the Department of Radiation Oncology and principal investigator for the grant.

Beyond expanding access to screening, the BMS Foundation, in collaboration with the U.S. Department of Veterans Affairs, is supporting groundbreaking research to better understand who may be at risk for lung cancer and inform future guidelines. Led by Dr. Jennifer Lewis, an assistant professor at Vanderbilt University Medical Center’s Division of Hematology-Oncology, the MAS-EXPAND study will examine whether veterans aged 50 and older who have smoked at least 100 cigarettes and have additional risk factors, including military exposures, should be considered a high-risk population for lung cancer.

This comprehensive approach – from implementing proven screening programs to investigating screening criteria – demonstrates the BMS Foundation’s commitment to advancing early detection for at-risk populations.

Through strategic partnerships and sustainable solutions, the BMS Foundation is helping to write a new chapter in the fight against lung cancer, one community at a time.

About the Bristol Myers Squibb Foundation
The Bristol Myers Squibb Foundation, an independent charitable organization, works to improve global health by empowering local communities and health systems to create lasting impact in regions of the world that are underserved and heavily burdened. The BMS Foundation embraces innovative approaches that have the potential to reshape healthcare systems by engaging in partnerships that build capacity in the geographies where they work. Through these strategic partnerships, the BMS Foundation can transform how care is delivered and help to ensure improved health now and in the future. For more information, visit bms.com/foundation.

SHARING THE LOVE THIS HOLIDAY SEASON 

This holiday season, you can share the love and support our aging neighbors nationwide. With every new Subaru vehicle purchased or leased, Subaru and its retailers are donating a minimum of $300 to charity, like Meals on Wheels.*

Through the Subaru Share the Love® Event beginning in 2008, Subaru and its retailers have helped the Meals on Wheels network provide more than 4.6 million meals and friendly visits to seniors in need. 

Subaru is the largest automotive donor to Meals on Wheels America, and its commitment to older adults is extraordinary.

SENIORS NEED SUPPORT

*Subaru will donate $250 for every new Subaru vehicle sold or leased from November 21, 2024, through January 2, 2025, to four national charities designated by the purchaser or lessee. Pre-approved Hometown Charities may be selected for donation depending on retailer participation. For every new Subaru vehicle sold or leased during the campaign period, participating retailers will donate a minimum of $50 in total to their registered Hometown Charities. Subaru will donate a total of $5 to their registered Hometown Charities for every Subaru vehicle routine service visit during the campaign period. A routine visit includes customer payment of $5 or greater, or any service that includes a genuine Subaru oil filter. Purchasers/lessees must make their charity designations by January 10, 2025. The four national charities will receive a guaranteed minimum donation of $250,000 each. See your local Subaru retailer for details or visit subaru.com/share. All donations made by Subaru of America, Inc.

In this latest blog Cascale’s Senior Vice President of the Higg Index, Jeremy Lardeau, shares progress on Cascale and Aii’s Industry Decarbonization Roadmap (IDR), which was launched at our Annual Meeting in Munich Lardeau highlights how the Industry Decarbonization Roadmap (IDR) outlines key strategies to reduce supply chain emissions and drive collaborative action across the industry.

Read the full blog, titled: Taking the Next Steps: Progress on the Industry Decarbonization Roadmap

No one can predict when an emergency will strike, but being prepared can make all the difference. When every second matters, first responders need equipment they can trust to perform without fail. When lives hang in the balance, knowledge and reliability aren’t just important—they’re essential.

According to the Centers for Disease Control and Prevention, every 40 seconds, someone in the U.S. has a stroke and about every three minutes someone dies of stroke. Not only are strokes a leading cause of death in the U.S. but they are also a leading cause in serious long-term disability. Luckily, fatality rates have decreased in recent years — but there is still much to be done, and the path to saving more lives starts with earlier detection and diagnosis along with early and fast action when a person displays signs and symptoms of a stroke.

There are two main types of strokes, Ischemic and Hemorrhagic, but often there’s no way to tell what type of stroke a person is experiencing until they are already at the hospital. That’s because complicated, time-intensive tests like MRIs, CT scans, blood work and more are needed. When every second counts, being able to quickly diagnose and treat a patient leads not only to lives saved but also to higher likelihoods of full recovery. Because of this, first responders and ambulances must equip themselves with technology capable of treating stroke patients as fast as possible in emergency situations.

Ceiba Health is doing exactly that, leveraging its Integrated Tele-EMS technology platform in ambulances, on tablets enhanced by T-Mobile’s 5G network. With Ceiba’s custom Telestroke solution, EMS teams can connect with in-hospital doctors for en route diagnosis and treatment.

T-Mobile’s 5G network helps Ceiba-enabled EMS teams to diagnose and begin treating stroke patients before they reach the hospital. And the innovation doesn’t stop there. Working closely together, T-Mobile and Ceiba have deployed the solution on a network slice, only possible with a 5G Standalone (5G SA) network.

Network slicing enables Ceiba to instantly access the network resources it needs to reliably and securely transmit video and critical data from the ambulance to the appropriate doctors in-hospital, who work with the EMS team to make precise stroke assessments. In fact, slicing ensures Ceiba consistently gets lower latency and faster 5G speeds, allowing EMS teams and in-hospital doctors to communicate as if they were in the same room. With this solution, stroke patients have significantly improved chances of making a full recovery.

Network slicing can do so much more, especially for first responders, which is why we built T-Priority — a solution that includes the world’s first network slice for first responders. T-Priority takes all the benefits of network slicing and boosts it to another level, with even more dedicated network resources and priority access, ensuring first responders have the network resources and tools needed to quickly and effectively communicate in emergency situations.

In addition to stroke care, Ceiba’s Integrated EMS technology platform can also connect doctors and specialized clinicians with EMS teams to enhance triage processes and administer advanced trauma care in the field during emergencies and en route to the hospital, all of which benefit by being on T-Mobile’s nationwide 5G SA network.

Ceiba’s in-ambulance solutions, paired with T-Mobile 5G network and network slicing are changing the way first responders and healthcare professionals provide care when and where people need it most. I am so excited to see how this technology develops and how Ceiba will integrate its technology into more lifesaving use cases and I know our network will be more than up to the task.

As the world enters the intelligent age and Cisco enters its fourth decade, we have an incredible opportunity to drive ethical, responsible, and sustainable leadership—and to bring others along with us. The ability to access and leverage digital technologies is becoming more critical as AI develops. Technology is now a foundational pillar for our society, people, government, and environment. It has also become the backbone of resiliency, providing the access and capabilities that ecosystems need to not just survive, but thrive.

Cisco’s Purpose: Powering an Inclusive Future for All 
The difficult truth, however, is that much of the world’s population still cannot be described as “resilient” and the gap is widening as innovation and change accelerate. At Cisco, we have the unique opportunity to responsibly drive impact on a global scale. We know that when we put our Purpose into practice, we drive growth for our business, people, and communities. Now, just ahead of Cisco’s 40th anniversary, I’m thrilled to share our FY24 Purpose Report, detailing our goals, accomplishments, and the opportunities ahead as we work to Power an Inclusive Future for All. Here are some highlights of the year:

Named #1 Best Company to Work For in 16 countries by Fortune and Great Place to Work86% of our employees drove community impact by donating, volunteering, advocating for causes, and more. This marks our 5th year in a row above 80% employee participation.96% of electricity for Cisco facilities came from renewable sourcesThe Cisco Foundation committed $35 million to fund climate solutions since FY21Cisco Talos observed 800 billion security events each day, driving global cyber resiliencyCisco Crisis Responses responded to 30+ natural disasters and humanitarian crisesThrough Cisco Networking Academy, we reached 4.7 million students in FY24 – and even opened the first floating Networking Academy in the AmazonCisco’s Country Digital Acceleration program has 1,600 active, completed, or in-pipeline projects across 50 countries

Partnerships Built on Trust 
Our Purpose is woven internally across our company and is also scaled externally by a network of dedicated partners. Our success is fueled by the work of many—many people, companies, communities, governments, Partners, customers, institutions, and others seeking to change our world for the better. But this critical work can only be accomplished when one key element is present: trust. Trust with our customers, government leaders, our people, and our communities. We know that trust is our most valuable currency. The 2024 Edelman Trust Barometer found that businesses are most trusted to integrate innovations into society—more than NGOs, government, or the media. Cisco is committed to leading with secure, trusted solutions, just as we have for 40 years. It’s a privilege to have that trust and a responsibility that Cisco doesn’t take lightly. 

For All
There’s enormous opportunity in AI, but we must bring others along. As we look at emerging markets around the globe, the potential economic impact of AI is immense. Recent estimates suggest AI could increase Africa’s economy by US$2.9 trillion by 2030 and that India’s AI services could be worth US$17 billion by 2027. But this incredible potential can only be realized if work is done to close the digital and data divide along the way. Africa and India—along with many other developing economies—lag far behind in resiliency and connectivity, curtailing access to education, healthcare, jobs, and more.

In fact, 2.6 billion people around the world are still without Internet access and even among those that are connected, there are disparities in quality and affordability. Fixed-broadband Internet needed for data-intensive apps is prohibitively expensive, if available at all. And 3G—not even 4G—remains the prevalent mobile technology in less economically-developed countries. Reliably and securely connecting populations is the first step toward inclusion, and we should all feel the imperative to connect the unconnected and battle this growing divide.

Our Next Big Ambition: 40 Communities 
40 years ago, Cisco was founded to address a basic need—the need for connection. Since then, Cisco has connected communities, countries, and continents across the world, accelerating technology and impacting more than one billion lives in the process. As we celebrate 40 years of impact, we’re excited to introduce our next big ambition: 40 Communities. Over the next ten years, we intend to engage, support, and invest in 40 communities around the world.

To do so, we plan to expand upon existing offerings and contributions—including funding, technology, and expertise—in both communities where Cisco is currently engaged and newly identified communities. But, most importantly, we’ll tap into our community partners—on-the-ground experts who truly understand a community’s biggest needs, goals, and opportunities, and who can help us best determine how we can create the greatest impact.

Looking Back While Looking Ahead 
I’ve been lucky enough to have a front-row view of Cisco’s innovation and growth for nearly 30 of these past 40 years, and I find myself reflecting on how much our Purpose work—ranging from digital skilling to Circular Design Principles—has evolved in the past four decades. As we’ve showcased in this year’s Purpose Report, our progress is accelerating, especially as AI helps us become more human, more creative, and more productive.

And yet, there is still so much more for us to do. Looking ahead, we’ll never be able to anticipate all the needs or how our societies will shift. But we can commit to being powered by our Purpose and helping communities around the world build a more resilient and inclusive future for all.

CTA:
Read the full Cisco FY24 Purpose Report 
We invite you to help Cisco Power an Inclusive Future for All: Partnering for Purpose 

Learn more: 
Cisco Purpose Reporting Hub 
Cisco Networking Academy 
Cisco Country Digital Acceleration

Read the original version here.

TOLEDO, Ohio, December 18, 2024 /3BL/ – Owens Corning (NYSE: OC) earned a place on the Dow Jones Sustainability World Index (DJSI World) for the 15th consecutive year and on the DJSI North America Index for the seventh consecutive year, with industry-leading assessment scores.

The DJSI World comprises an elite listing of the world’s largest companies based on long-term economic, environmental, and social criteria. Companies are selected for inclusion in the DJSI in part based on their scores in the S&P Global Corporate Sustainability Assessment (CSA). Owens Corning scored 83 out of a possible 100 points overall in the 2024 S&P Global CSA (score date: Dec. 13, 2024), achieving a leading score among the companies assessed in the building products industry.

“We are proud to be acknowledged by the DJSI again for our commitment to sustainability and the significant strides we have made toward our goals,” said Senior Vice President and Chief Sustainability Officer David Rabuano. “We continue to focus on our mission to build a sustainable future through material innovation.”

This year, Owens Corning earned several other distinctions for its corporate sustainability leadership, including ranking in the top 10 for the seventh year in a row on 3BL’s 100 Best Corporate Citizens list. The company was also named to the Wall Street Journal’s list of Top 250 Best-Managed Companies, ranking 41st overall and 10th in the area of social responsibility.

More detail about the company’s sustainability goals and progress is available in its 18th annual Sustainability Report published earlier this year.

About Owens Corning

Owens Corning is a residential and commercial building products leader committed to building a sustainable future through material innovation. Our four integrated businesses – Roofing, Insulation, Doors, and Composites – provide durable, sustainable, energy-efficient solutions that leverage our unique material science, manufacturing, and market knowledge to help our customers win and grow. We are global in scope, human in scale with more than 25,000 employees in 31 countries dedicated to generating value for our customers and shareholders and making a difference in the communities where we work and live. Founded in 1938 and based in Toledo, Ohio, USA, Owens Corning posted 2023 sales of $9.7 billion. For more information, visit www.owenscorning.com.

About S&P Dow Jones Indices

S&P Dow Jones Indices is the largest global resource for essential index-based concepts, data and research, and home to iconic financial market indicators, such as the S&P 500® and the Dow Jones Industrial Average®. More assets are invested in products based on our indices than products based on indices from any other provider in the world. Since Charles Dow invented the first index in 1884, S&P DJI has been innovating and developing indices across the spectrum of asset classes helping to define the way investors measure and trade the markets. S&P Dow Jones Indices is a division of S&P Global (NYSE: SPGI), which provides essential intelligence for individuals, companies, and governments to make decisions with confidence. For more information, visit: www.spglobal.com/spdji.

Contacts

Media Relations:

Megan James

419.348.0768

Investor Relations:

Amber Wohlfarth

419.248.5639

Owens Corning Company News / Owens Corning Investor Relations News

This year, Cascale was a supporting organization for the Fashion Summit event in Hong Kong, which team members Joyce Tsoi, senior director of the decarbonization program; Howard Kwong, senior manager of public affairs, APAC; and Peony Tam, manager of global membership development, APAC; attended.

Fashion Summit (HK) is Asia’s leading sustainable fashion event funded by the Cultural and Creative Industries Development Agency (CCIDA) of HKSAR and organized by the Clothing Industry Training Authority (CITA). It plays a vital role in the development of sustainable fashion, bringing together key players from the fashion industry, NGOs, media, decision-makers, and leaders from around the world to exchange insights on the latest sustainable fashion trends, technology, best practices, solutions, and opportunities.

This year’s theme was “Power Up Sustainable Fashion Business,” and featured a series of events, including a one-day international conference, fashion shows, exhibitions, and a pop-up shop. The goal was to promote Hong Kong as a creative fashion hub and encourage fashion designers and industry players to integrate their creativity, innovative thinking, and sustainability concepts into business practices.

Crucial conversations and presentations included an exploration of eco-materials through the lens of material suppliers, brands, ESG advocates, and verification organizations. Further discussions delved into circularity and deadstock and the need for clear definitions of such terms. The event also highlighted the importance of compliance and the need for harmonized legislation across the industry.