Tag: 3BL

Originally published in Quest Diagnostics’ 2023 Corporate Responsibility Report

For more than 56 years, Quest has been a leading provider of diagnostic information services with over 70 billion data points based on de-identified patient results. Robust corporate governance has been crucial to our success.

Our Board of Directors and Executive Leadership guide our high standards of business ethics and integrity, including in our supply chain. The Board oversees our ESG and critical business priorities by establishing governance structures that create accountability, affirm leadership commitment to these issues, and help us deliver best-in-class care to our patients.

Governance and ethics

2025/2026 goals 

Expand ESG risk assessments of key suppliers that comprise the majority of our total spendGrow our spend with small and diverse suppliers in the US to $500 million by 2026

2023 progress

Over 53% of suppliers based on annual spend successfully completed their assessmentsQuest purchased $343 million in goods and services from small and diverse US businesses

Governance

Quest’s corporate governance structure helps us maintain high-integrity operating standards in everything we do.

Our executive leadership team adopts and executes policies and procedures that promote ethical, transparent, and purposeful business practices. Our Board of Directors oversees our executive leadership team and receives regular, quarterly updates on progress toward our identified priorities and objectives, including our ESG goals.

BOARD OF DIRECTORS*

The expertise of our Board of Directors helps us operate with the ambition and excellence our customers, employees, shareholders, and other stakeholders expect. Of Quest’s Board members:

50% are women and/or represent a diverse race/ethnicity9 members are independent

Learn more about our Board of Directors and their experience.

BOARD COMMITTEES

The Board regularly reviews information regarding our business and industry through 6 committees.

Audit & Finance: Monitors the quality and integrity of Quest’s financial statements and related disclosures and advises with regard to certain financing transactions and other significant financial policies and actions. Oversees compliance with securities and accounting laws and regulations, the internal audit function, audits by the independent registered public accounting firm, and enterprise risk management.Compensation & Leadership Development: Reviews and approves corporate goals and objectives relevant to the compensation of the CEO and evaluates the performance of the CEO in light of those goals. Oversees the implementation of the total compensation package for Quest’s executive leadership team and reviews the long-term incentive and equity compensation plans for employees, supports the Board in succession planning for Quest’s CEO and senior management, and oversees talent management and leadership development.Cybersecurity: Oversees Quest’s cybersecurity policies, plans, programs and practices, and risks related to cybersecurity and data security. Reviews compliance with related legal and regulatory requirements.Executive: May act for the Board, except with respect to certain major corporate matters such as mergers, the appointment of directors to fill vacancies, removal of the CEO, amendment of Quest’s certificate of incorporation or by-laws, declaration of dividends, and matters delegated to other Board committees.Governance: Identifies and recommends Board director nominees for election, assists the Board in the oversight of ESG matters, and monitors developments in corporate governance. Oversees the Board and Board committees’ annual self-evaluation processes and engagement efforts with stockholders and other key stakeholders.Quality & Compliance: Reviews Quest’s compliance program and department, medical quality assurance programs and performance, and government affairs program. Monitors legal matters and compliance with legal and regulatory requirements, as well as significant investigations as they relate to possible violations of the law or medical quality complaints.

Review our full committee charters in our 2024 Proxy Statement.

CORPORATE RESPONSIBILITY GOVERNANCE

Our ESG Council consists of cross-functional leaders across the organization who are dedicated to supporting our evolving approach to ESG. The Council meets quarterly to drive integration of ESG initiatives, align them with business priorities and company purpose, provide insights on emerging topics, contribute to disclosure strategy and oversight, and keep our Board informed about our progress on ESG goals.

To further support this effort, in 2023 we formed internal committees to strengthen governance and rigor of our annual reporting. These committees provide oversight and guidance around our voluntary disclosures including our environmental footprint. We also expanded our investment in limited assurance in 2023, working with a third-party provider to verify several categories within our Scope 3 greenhouse gas emissions data. We believe such independent corroboration enhances the credibility and transparency of our environmental reporting.

ETHICS AND COMPLIANCE

Our Code of Ethics (the Code) is an important part of our commitment to integrity and sets out the principles and policies that apply to our employees, directors, executives, vendors, contractors, and business partners. A note from our CEO, Jim Davis, opens the Code, reinforcing our focus on fostering a culture of compliance across all levels of our workforce. Employees have a duty to speak up and flag issues by either reporting them directly to their supervisor or compliance staff or using CHEQline, our anonymous hotline and online reporting portal managed by a third-party vendor. We then open an investigation into these concerns and track them through to closure.

To help instill our culture of compliance, we conduct annual training for all employees and provide specific training for new hires, who must complete the online modules within 30 days of start date. In 2023, over 95% of Quest employees completed their compliance training.

ENTERPRISE RISK MANAGEMENT

Quest’s ERM program is designed to promote a culture of risk awareness throughout our key business operations and support functions, and is overseen by our Board of Directors and managerially driven by our executive leadership team. The program is integrated into our governance, performance management, and internal control frameworks and entails a formal and continuous risk assessment process. This process enables management to identify, evaluate, mitigate, and manage identified and emerging risks that are influenced by both internal and external conditions that could significantly impact business strategy and performance.

For additional details, visit our ERM page.

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* This content reflects Board composition and committees as of report publish date.

Originally published in Lenovo’s 2023/24 ESG Report

Lenovo recognizes that human activities are contributing to climate change and concurs with the findings of current climate science as described in the latest assessment report from the Intergovernmental Panel on Climate Change (IPCC). Lenovo also recognizes that if left unchecked, current trends in climate change present serious economic and societal risks and agrees that specific actions are needed to stabilize atmospheric GHG levels and hold global average temperatures to acceptable increases.

Lenovo is working both internally and externally to help minimize and mitigate climate risks. It is committed to reducing the global carbon footprint of its business activities and has demonstrated its commitment by:

Implementing a corporate Climate and Energy PolicyExecuting a long-term comprehensive Climate Change Strategy aligned to validated SBTi net-zero targetsSetting corporate-wide objectives and targets which support the above Policy and Strategy

Lenovo’s Chief Legal & Corporate Responsibility Officer provides executive leadership for its ESG position, including climate change programs. In addition, the ESG Executive Oversight Committee (EOC), chaired by the Chief Legal & Corporate Responsibility Officer, provides strategic direction and facilitates the coordination of ESG efforts across Lenovo, including proposing recommendations for the effective management of ESG programs. The ESG EOC is comprised of senior management from across the business and functional areas and is chartered to promote a culture that encourages strong ESG performance, including compliance and leadership activities. Regular updates on ESG issues, including updates on topics discussed by the ESG EOC, are also provided to the Board and its Committees from the Chief Legal & Corporate Responsibility Officer.

Concentrated discussion on ESG issues, including climate change, assists the Board in making the most appropriate decisions and providing oversight based on the long-term risks and opportunities that impact its stakeholders and the business. At least annually, the Board is briefed on Lenovo’s ESG KPIs including Lenovo’s climate strategy and progress towards its climate change mitigation goals.

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Originally published in Lenovo’s 2023/24 ESG Report

Lenovo recognizes that human activities are contributing to climate change and concurs with the findings of current climate science as described in the latest assessment report from the Intergovernmental Panel on Climate Change (IPCC). Lenovo also recognizes that if left unchecked, current trends in climate change present serious economic and societal risks and agrees that specific actions are needed to stabilize atmospheric GHG levels and hold global average temperatures to acceptable increases.

Lenovo is working both internally and externally to help minimize and mitigate climate risks. It is committed to reducing the global carbon footprint of its business activities and has demonstrated its commitment by:

Implementing a corporate Climate and Energy PolicyExecuting a long-term comprehensive Climate Change Strategy aligned to validated SBTi net-zero targetsSetting corporate-wide objectives and targets which support the above Policy and Strategy

Lenovo’s Chief Legal & Corporate Responsibility Officer provides executive leadership for its ESG position, including climate change programs. In addition, the ESG Executive Oversight Committee (EOC), chaired by the Chief Legal & Corporate Responsibility Officer, provides strategic direction and facilitates the coordination of ESG efforts across Lenovo, including proposing recommendations for the effective management of ESG programs. The ESG EOC is comprised of senior management from across the business and functional areas and is chartered to promote a culture that encourages strong ESG performance, including compliance and leadership activities. Regular updates on ESG issues, including updates on topics discussed by the ESG EOC, are also provided to the Board and its Committees from the Chief Legal & Corporate Responsibility Officer.

Concentrated discussion on ESG issues, including climate change, assists the Board in making the most appropriate decisions and providing oversight based on the long-term risks and opportunities that impact its stakeholders and the business. At least annually, the Board is briefed on Lenovo’s ESG KPIs including Lenovo’s climate strategy and progress towards its climate change mitigation goals.

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Selected projects are part of Dow’s Business Impact Fund programSince 2016, the Business Impact Fund has supported 65 projects in 23 countries

MIDLAND, Mich., December 23, 2024 /3BL/ – Dow (NYSE: DOW) announced nine projects that will be supported through its 2024 Business Impact Fund. This annual fund, now in its ninth year, brings together NGOs, nonprofit organizations, Dow customers, and employees to help solve social or sustainability challenges within Dow communities around the world via creative, scalable solutions.

“A thriving community is a shared future,” said Bob Plishka, global director of Strategic Corporate Partnerships and Dow Company Foundation president. “That’s why, through the Business Impact Fund, we catalyze the immense passion of our people, and our technical expertise and resources alongside that of diverse partners to address issues like food waste, insufficient or unstable housing, and circularity. We see it as both our responsibility and privilege to help build healthy, safe and sustainable communities.”

Two of this year’s nine projects are a part of a new pilot program where projects from previous years are given additional funding via continuity grants. These grants will allow Dow and partners on the ground to continue to build upon the work already done to create even deeper positive impacts.

2024 Business Impact Fund Projects

New Projects

Colombia: Communities in Color – The Art of Revitalizing Sport Spaces – Alongside Pintuco and Fundación Pintuco, Dow is helping transform the quality and accessibility of sports facilities in Bogotá, Cartagena, and Medellín using low VOC, water-based paint solutions tailored for sports floors. The initiative will help instill sense of pride and belonging in residents, and inspire new generations to engage in sports to promote a healthy, safe lifestyle.Colombia: Cooling 2 Feed – Food waste and food insecurity are major issues in Colombia, with 10 million tons of food going to waste every year and more than half of households not getting the food they need. Dow and key customers will bolster the efforts of local food banks, helping create new infrastructure for food donations, subsidizing food bank app memberships in addition to engaging in marketing campaigns to increase awareness, volunteers and donations. The project is expected help save 475 tons of food annually.Kenya: Ujenzi Fiti, Kenya Affordable Houses – As population and urbanization continue to grow, demand for affordable housing in Kenya has increased and there is significant demand for skilled labor in the construction industry. To address these needs, Dow has partnered with NGOs Habitat for Humanity Kenya, ChildFund and Muguga Vocational Training Institution, along with our customer BASCO Kenya to co-create a value chain model, from Kenyans to Kenyans, for affordable, safer, and more sustainable houses. The project will construct four model affordable homes and two early childhood education (ECD) centers using locally sourced interlocking stabilized soil blocks (ISSBs) and Dow solutions through BASCO. These model constructions will serve as centers for training and development in affordable building and construction technologies.Mexico: ReBuild: Foundations for the Future – In collaboration with Habitat for Humanity Mexico and CRDC Global, Dow, along with strategic customers will construct eight sustainable social houses for 50 indigenous Maya people in Chiapas, Mexico. These homes will be equipped with biodigesters, solar heaters, bathrooms featuring rainwater collectors, and wood-saving stoves. The construction will utilize concrete bricks reinforced with 5% of an eco-aggregate additive made from post-consumer plastic waste, which enhances the strength, flexibility, fire resistance, thermal, and acoustic properties of the concrete bricks. By recycling post-consumer plastic waste into valuable construction materials, Dow and its partners look for solutions to minimizing the environmental impact and adding value to recycled materials.Türkiye: Painting Türkiye Bright Again – On February 6, 2023, Türkiye experienced a catastrophic earthquake, the strongest since 1668, leaving the country in dire need of construction and painting professionals to help in restoration efforts. This project will bring together key customers Betek (Nippon Paint) and NGO Ahbap Derneği to provide skilled training, employment opportunities and equip locals to become a key part of rebuilding their communities, especially in painting works.United States: Project Alaska – Native Alaskans contend with poor indoor air quality, overcrowding, high energy costs and subpar insulation in their homes, which are not suited for the extreme climate. Dow, Michigan State University (MSU), and DAP will work alongside tribal governments to retrofit 20 homes with insulation and sealant advancements, improving the lives of up to 100 people. MSU’s expertise in data collection and assessment will help Dow measure the energy efficiency and cost savings of the technology.United States & Canada: Painting a Sustainable Future – This project aspires to revitalize over 150 homes and contribute to the reduction of more than 8.4 metric tons of CO2 emissions. With Habitat for Humanity and Dow’s brand partners, Dow will leverage our newest and most sustainable architectural polymer technology to help bring 2,500 gallons of paint to the homes of families facing housing insecurity in the U.S. and Canada. With this project we also hope to influence the market on Dow’s bio-based products for more sustainable coatings.

Continuity Grant Projects

Brazil: Project Ybá – Conservation that Transforms supports the local community in Breu Branco by promoting the commercialization of non-timber forest products (NTFPs), which helps conserve the Amazon Rainforest. Launch in May 2021, Project Yba is creating value through conservation, strengthening families, and driving social innovation in the region. With this continuity grant, Dow and NGO partner Instituto Peabiru will enhance work conditions, improve local facilities, and install additional resources.South Africa: Empowering Oliver’s Village – Since 2021, Dow has supported the sustainable agricultural efforts of local nonprofit Oliver’s Village who for more than 20 years has provided food, potable water, childcare and education for more than 200,000 people annually. In 2024, Dow will continue this support by providing funding to enable Oliver’s Village agricultural students to expand their skills and knowledge in growing their own vegetables in the organization’s garden and selling them to the community.

Since launching in 2016, the Impact Fund has supported 65 projects in 23 countries totaling nearly $14 million in investments. To date, the Fund’s projects have achieved the following outcomes:

>2,000 jobs created>13,600 MT (metric tons) materials recycled>36,000 MT of CO2 emissions avoided>9,500 MT of plastic diverted from a landfill or environment

To learn more about Dow’s Business Impact Fund and other Global Citizenship initiatives, visit https://corporate.dow.com/en-us/purpose-in-action/global-citizenship.html.

About Dow

Dow (NYSE: DOW) is one of the world’s leading materials science companies, serving customers in high-growth markets such as packaging, infrastructure, mobility and consumer applications. Our global breadth, asset integration and scale, focused innovation, leading business positions and commitment to sustainability enable us to achieve profitable growth and help deliver a sustainable future. We operate manufacturing sites in 31 countries and employ approximately 35,900 people. Dow delivered sales of approximately $45 billion in 2023. References to Dow or the Company mean Dow Inc. and its subsidiaries. Learn more about us and our ambition to be the most innovative, customer-centric, inclusive and sustainable materials science company in the world by visiting www.dow.com.

###

For further information, please contact:

Melissa Whitford 
+1 989-301-6852 
mwhitford@dow.com

Sarah Young 
+1 989-638-6871 
syoung3@dow.com

Selected projects are part of Dow’s Business Impact Fund programSince 2016, the Business Impact Fund has supported 65 projects in 23 countries

MIDLAND, Mich., December 23, 2024 /3BL/ – Dow (NYSE: DOW) announced nine projects that will be supported through its 2024 Business Impact Fund. This annual fund, now in its ninth year, brings together NGOs, nonprofit organizations, Dow customers, and employees to help solve social or sustainability challenges within Dow communities around the world via creative, scalable solutions.

“A thriving community is a shared future,” said Bob Plishka, global director of Strategic Corporate Partnerships and Dow Company Foundation president. “That’s why, through the Business Impact Fund, we catalyze the immense passion of our people, and our technical expertise and resources alongside that of diverse partners to address issues like food waste, insufficient or unstable housing, and circularity. We see it as both our responsibility and privilege to help build healthy, safe and sustainable communities.”

Two of this year’s nine projects are a part of a new pilot program where projects from previous years are given additional funding via continuity grants. These grants will allow Dow and partners on the ground to continue to build upon the work already done to create even deeper positive impacts.

2024 Business Impact Fund Projects

New Projects

Colombia: Communities in Color – The Art of Revitalizing Sport Spaces – Alongside Pintuco and Fundación Pintuco, Dow is helping transform the quality and accessibility of sports facilities in Bogotá, Cartagena, and Medellín using low VOC, water-based paint solutions tailored for sports floors. The initiative will help instill sense of pride and belonging in residents, and inspire new generations to engage in sports to promote a healthy, safe lifestyle.Colombia: Cooling 2 Feed – Food waste and food insecurity are major issues in Colombia, with 10 million tons of food going to waste every year and more than half of households not getting the food they need. Dow and key customers will bolster the efforts of local food banks, helping create new infrastructure for food donations, subsidizing food bank app memberships in addition to engaging in marketing campaigns to increase awareness, volunteers and donations. The project is expected help save 475 tons of food annually.Kenya: Ujenzi Fiti, Kenya Affordable Houses – As population and urbanization continue to grow, demand for affordable housing in Kenya has increased and there is significant demand for skilled labor in the construction industry. To address these needs, Dow has partnered with NGOs Habitat for Humanity Kenya, ChildFund and Muguga Vocational Training Institution, along with our customer BASCO Kenya to co-create a value chain model, from Kenyans to Kenyans, for affordable, safer, and more sustainable houses. The project will construct four model affordable homes and two early childhood education (ECD) centers using locally sourced interlocking stabilized soil blocks (ISSBs) and Dow solutions through BASCO. These model constructions will serve as centers for training and development in affordable building and construction technologies.Mexico: ReBuild: Foundations for the Future – In collaboration with Habitat for Humanity Mexico and CRDC Global, Dow, along with strategic customers will construct eight sustainable social houses for 50 indigenous Maya people in Chiapas, Mexico. These homes will be equipped with biodigesters, solar heaters, bathrooms featuring rainwater collectors, and wood-saving stoves. The construction will utilize concrete bricks reinforced with 5% of an eco-aggregate additive made from post-consumer plastic waste, which enhances the strength, flexibility, fire resistance, thermal, and acoustic properties of the concrete bricks. By recycling post-consumer plastic waste into valuable construction materials, Dow and its partners look for solutions to minimizing the environmental impact and adding value to recycled materials.Türkiye: Painting Türkiye Bright Again – On February 6, 2023, Türkiye experienced a catastrophic earthquake, the strongest since 1668, leaving the country in dire need of construction and painting professionals to help in restoration efforts. This project will bring together key customers Betek (Nippon Paint) and NGO Ahbap Derneği to provide skilled training, employment opportunities and equip locals to become a key part of rebuilding their communities, especially in painting works.United States: Project Alaska – Native Alaskans contend with poor indoor air quality, overcrowding, high energy costs and subpar insulation in their homes, which are not suited for the extreme climate. Dow, Michigan State University (MSU), and DAP will work alongside tribal governments to retrofit 20 homes with insulation and sealant advancements, improving the lives of up to 100 people. MSU’s expertise in data collection and assessment will help Dow measure the energy efficiency and cost savings of the technology.United States & Canada: Painting a Sustainable Future – This project aspires to revitalize over 150 homes and contribute to the reduction of more than 8.4 metric tons of CO2 emissions. With Habitat for Humanity and Dow’s brand partners, Dow will leverage our newest and most sustainable architectural polymer technology to help bring 2,500 gallons of paint to the homes of families facing housing insecurity in the U.S. and Canada. With this project we also hope to influence the market on Dow’s bio-based products for more sustainable coatings.

Continuity Grant Projects

Brazil: Project Ybá – Conservation that Transforms supports the local community in Breu Branco by promoting the commercialization of non-timber forest products (NTFPs), which helps conserve the Amazon Rainforest. Launch in May 2021, Project Yba is creating value through conservation, strengthening families, and driving social innovation in the region. With this continuity grant, Dow and NGO partner Instituto Peabiru will enhance work conditions, improve local facilities, and install additional resources.South Africa: Empowering Oliver’s Village – Since 2021, Dow has supported the sustainable agricultural efforts of local nonprofit Oliver’s Village who for more than 20 years has provided food, potable water, childcare and education for more than 200,000 people annually. In 2024, Dow will continue this support by providing funding to enable Oliver’s Village agricultural students to expand their skills and knowledge in growing their own vegetables in the organization’s garden and selling them to the community.

Since launching in 2016, the Impact Fund has supported 65 projects in 23 countries totaling nearly $14 million in investments. To date, the Fund’s projects have achieved the following outcomes:

>2,000 jobs created>13,600 MT (metric tons) materials recycled>36,000 MT of CO2 emissions avoided>9,500 MT of plastic diverted from a landfill or environment

To learn more about Dow’s Business Impact Fund and other Global Citizenship initiatives, visit https://corporate.dow.com/en-us/purpose-in-action/global-citizenship.html.

About Dow

Dow (NYSE: DOW) is one of the world’s leading materials science companies, serving customers in high-growth markets such as packaging, infrastructure, mobility and consumer applications. Our global breadth, asset integration and scale, focused innovation, leading business positions and commitment to sustainability enable us to achieve profitable growth and help deliver a sustainable future. We operate manufacturing sites in 31 countries and employ approximately 35,900 people. Dow delivered sales of approximately $45 billion in 2023. References to Dow or the Company mean Dow Inc. and its subsidiaries. Learn more about us and our ambition to be the most innovative, customer-centric, inclusive and sustainable materials science company in the world by visiting www.dow.com.

###

For further information, please contact:

Melissa Whitford 
+1 989-301-6852 
mwhitford@dow.com

Sarah Young 
+1 989-638-6871 
syoung3@dow.com

by Colin Browne, CEO, Cascale

As we close the book on 2024, I want to start by celebrating the progress we’ve made together.

This year, Cascale underwent a transformational rebrand that better reflects who we are and what we stand for: collective action at scale. Our Annual Meeting in Munich set a new benchmark for engagement, aligning members around the critical challenges of our time.

We’ve made strides in policy work, collaborating with partners to amplify the industry’s voice on regulations that matter. We’ve enhanced tools like the Higg Index, ensuring they’re fit for purpose and aligned with the evolving needs of our members. We’ve also begun working more strategically with key partners, and we’ve seen incredible commitment from across our community to tackle the twin crises of climate change and social inequality.

There’s so much to be proud of.

But this isn’t one of those end-of-year posts where I pat us on the back and say, “job well done.” Because, let’s be honest: it’s not enough. Not by a long shot.

Earlier this week, I spoke with a colleague in the industry who mentioned that it often takes a year for outsiders to feel comfortable within the nonprofit sector. But if “getting comfortable” means accepting the current state of affairs, then I refuse to do so. In the words of American activist and author Angela Davis, “I am no longer accepting the things I cannot change. I am changing the things I cannot accept.”

The question for me—and for all of us whose work ties back to the consumer goods value chain—is this: What can we no longer accept?

What I Can No Longer Accept

First, the endless cycle of audits. I recently met with a manufacturer whose supply chain endured 723 audits in a single year. This staggering number represents wasted time, money, and resources—resources that could be invested in improving working conditions or reducing environmental impacts.

We’ve talked for years about harmonizing audits, yet duplicative proprietary demands persist. It’s time for brands to step up and commit to meaningful, long-term partnerships with their facilities. Responsible purchasing practices can no longer be optional.

My commitment: In 2025, Cascale will double down on harmonizing frameworks and fostering equitable business practices that enable decent work. And, we hope to have some big news on the horizon.

Second, the patchwork of science-based targets (SBTs). Instead of supporting their supply chains in setting meaningful decarbonization goals, too many brands are pushing this responsibility onto manufacturers, creating conflicting and burdensome requirements.

My commitment: Cascale will leverage its convening power to drive systemic action through the Industry Decarbonization Roadmap (IDR), catalyzing progress on energy transitions, foundational environmental performance, and supply chain decarbonization.

Third, the lack of shared responsibility for critical investments. Brands and manufacturers must work together to fund the solutions we need to build a resilient, sustainable supply chain. Collaboration is a two-way street, and we need you to engage and collaborate with intent.

My commitment: Cascale will continue to lead pre-competitive collaboration, creating the conditions for impactful partnerships that drive measurable progress.

Moving Beyond the Status Quo

Angela Davis’s words resonate deeply: accepting the status quo is not an option. Regulation is inevitable, but so are the worsening impacts of climate change and inequality. Our industry must lead, not react.

I’m increasingly hearing that some companies are walking back their climate action plans, choosing to focus solely on compliance. They claim they can’t afford to do both. Not only is this staggeringly irresponsible, but it’s also shortsighted. Legislation will soon demand we demonstrate measurable progress—not just promises. And let’s not forget: consumers are watching. They will call out companies that fail to act, and the reputational cost of inaction will far outweigh any short-term savings.

At Cascale, we’re ready to roll up our sleeves and get to work. But this isn’t something we can do alone. Collaboration isn’t just a buzzword—it’s the only way forward. This isn’t about maintaining the status quo. It’s about reimagining what’s possible and aligning our efforts to create the impact our planet and people so desperately need.

So, as you take time to recharge over the holidays, reflect on the progress we’ve made, but also on the work that lies ahead. Come January, let’s dive deeper, push harder, and go further—together.

Thank you for your unwavering commitment and passion. Let’s make 2025 a year of bold action and tangible impact.

by Colin Browne, CEO, Cascale

As we close the book on 2024, I want to start by celebrating the progress we’ve made together.

This year, Cascale underwent a transformational rebrand that better reflects who we are and what we stand for: collective action at scale. Our Annual Meeting in Munich set a new benchmark for engagement, aligning members around the critical challenges of our time.

We’ve made strides in policy work, collaborating with partners to amplify the industry’s voice on regulations that matter. We’ve enhanced tools like the Higg Index, ensuring they’re fit for purpose and aligned with the evolving needs of our members. We’ve also begun working more strategically with key partners, and we’ve seen incredible commitment from across our community to tackle the twin crises of climate change and social inequality.

There’s so much to be proud of.

But this isn’t one of those end-of-year posts where I pat us on the back and say, “job well done.” Because, let’s be honest: it’s not enough. Not by a long shot.

Earlier this week, I spoke with a colleague in the industry who mentioned that it often takes a year for outsiders to feel comfortable within the nonprofit sector. But if “getting comfortable” means accepting the current state of affairs, then I refuse to do so. In the words of American activist and author Angela Davis, “I am no longer accepting the things I cannot change. I am changing the things I cannot accept.”

The question for me—and for all of us whose work ties back to the consumer goods value chain—is this: What can we no longer accept?

What I Can No Longer Accept

First, the endless cycle of audits. I recently met with a manufacturer whose supply chain endured 723 audits in a single year. This staggering number represents wasted time, money, and resources—resources that could be invested in improving working conditions or reducing environmental impacts.

We’ve talked for years about harmonizing audits, yet duplicative proprietary demands persist. It’s time for brands to step up and commit to meaningful, long-term partnerships with their facilities. Responsible purchasing practices can no longer be optional.

My commitment: In 2025, Cascale will double down on harmonizing frameworks and fostering equitable business practices that enable decent work. And, we hope to have some big news on the horizon.

Second, the patchwork of science-based targets (SBTs). Instead of supporting their supply chains in setting meaningful decarbonization goals, too many brands are pushing this responsibility onto manufacturers, creating conflicting and burdensome requirements.

My commitment: Cascale will leverage its convening power to drive systemic action through the Industry Decarbonization Roadmap (IDR), catalyzing progress on energy transitions, foundational environmental performance, and supply chain decarbonization.

Third, the lack of shared responsibility for critical investments. Brands and manufacturers must work together to fund the solutions we need to build a resilient, sustainable supply chain. Collaboration is a two-way street, and we need you to engage and collaborate with intent.

My commitment: Cascale will continue to lead pre-competitive collaboration, creating the conditions for impactful partnerships that drive measurable progress.

Moving Beyond the Status Quo

Angela Davis’s words resonate deeply: accepting the status quo is not an option. Regulation is inevitable, but so are the worsening impacts of climate change and inequality. Our industry must lead, not react.

I’m increasingly hearing that some companies are walking back their climate action plans, choosing to focus solely on compliance. They claim they can’t afford to do both. Not only is this staggeringly irresponsible, but it’s also shortsighted. Legislation will soon demand we demonstrate measurable progress—not just promises. And let’s not forget: consumers are watching. They will call out companies that fail to act, and the reputational cost of inaction will far outweigh any short-term savings.

At Cascale, we’re ready to roll up our sleeves and get to work. But this isn’t something we can do alone. Collaboration isn’t just a buzzword—it’s the only way forward. This isn’t about maintaining the status quo. It’s about reimagining what’s possible and aligning our efforts to create the impact our planet and people so desperately need.

So, as you take time to recharge over the holidays, reflect on the progress we’ve made, but also on the work that lies ahead. Come January, let’s dive deeper, push harder, and go further—together.

Thank you for your unwavering commitment and passion. Let’s make 2025 a year of bold action and tangible impact.

When it comes to PFAS management, Veolia offers decades of experience implementing and operating technologies that are scientifically proven and tailored to each project. We provide solutions to maximize your efficiency in water and waste management, while complying with emerging PFAS regulations and treatment requirements.

Years before state PFAS regulations took effect, we began extensively testing its systems and installing treatment where necessary. In the state of New Jersey, Veolia operates more than 10 PFAS treatment systems, with more projects in the construction, permitting or design phases. 

In 2018, we began our partnership with the Borough of Bellmawr, sampling and testing for PFOA, PFOS and PFNA; in 2020, sample results indicated high levels of PFOS (max 32 ppt) and PFOA (max 23 ppt) were present, meaning treatment was required.

To solve this challenge, we installed ion exchange resin due to site-specific space constraints, then maintained compliance during the design and construction of permanent treatment facilities.

The outcome was that PFOA and PFOS are now non-detectable and the Borough is prepared to meet the future MCL requirements from the EPA.

As an owner and operator of 200 municipal water and wastewater facilities nationwide, Veolia has successfully implemented solutions at more than 30 sites to remove regulated PFAS chemicals.

By 2029, we expect to have over 100 PFAS treatment systems for municipal water operational across the U.S., providing access to clean water for over 2 million more Americans affected by PFAS contamination.

BeyondPFAS, our suite of end-to-end PFAS management solutions, is designed to support you at every step, from sampling and analysis to responsible disposal of contaminants. Our holistic approach involves initial site assessment and sampling, followed by implementing tailored treatment technologies based on your needs. We are committed to safely handling and disposing contaminates in line with EPA-recommended methods, including incineration, deep well injection and approved landfill.

This holiday season, AEG is helping to spread joy to those in need by supporting local nonprofits and deserving children and their families across the United States.

The company is proud to give back to the community as part of its annual ‘Season of Giving’ through impactful initiatives that inspire employees to make a difference. From volunteering their time to contributing resources, employees came together to support those in need and spread joy during the holiday season.

“We are thrilled to bring joy to families across the country this holiday season,” said Anette Padilla, AEG’s Director of Community Foundation & Social Impact. “For over 14 years, we have worked alongside our employees to support local communities, and their continued generosity embodies the spirit of giving that makes a meaningful difference.”

AEG’s Season of Giving Initiatives Included:

Inviting over 450 children and their families to enjoy a fun-filled evening ice skating at the LA Kings Holiday Ice rink at L.A. LIVE and a private screening of Moana® 2 at Regal Cinemas at L.A. LIVE.Collecting more than 2,000 toys at AEG hosted toy drives at more than 12 AEG offices across the country. The toys were donated to such organizations as Toys for Tots, Queen Community House and families in North Carolina recovering from Hurricane Helene.Collecting and distributing more than 1,000 food items which were donated to local organizations and employees from six cities volunteering their time at their regional food banks and pantries.Hosting employee clothing drives where living essentials and clothing were distributed to families in need in Los Angeles, CA and Grand Prairie, TX.And supporting over 45 local families in Los Angeles through the Adopt-a-Family-Program.

For more information about AEG’s social impact initiatives, please click here.

Originally published on SIA

By Renee Thompson, Wesco International; Chair, SIA Environmental, Social and Governance Advisory Board

Greenhouse gas (GHG) accounting and reporting have become crucial practices for organizations worldwide as they strive to address climate change and meet stakeholder expectations. CDP (formerly the Carbon Disclosure Project) has emerged as a leading platform for companies to disclose their environmental impact.

In this Security Industry Association (SIA) Environmental, Social and Governance (ESG) Advisory Board article, we will explore the importance of GHG accounting and the benefits of reporting to CDP and provide a step-by-step guide to help you navigate this process.

Benefits of GHG Accounting and CDP Reporting

Enhanced Transparency: Reporting to CDP demonstrates your commitment to transparency and accountability in environmental matters.Risk Management: Identifying and quantifying GHG emissions helps in assessing climate-related risks and opportunities.Improved Efficiency: The process often reveals areas for operational improvements and cost savings.Stakeholder Confidence: Investors, customers and employees increasingly value environmental responsibility.Regulatory Compliance: Many regions now require GHG reporting, making CDP disclosure a valuable preparatory step.Competitive Advantage: Strong environmental performance can differentiate your organization in the marketplace.

How-to Guide for GHG Accounting and CDP Reporting1. Understand GHG Protocol

Start by reading the GHG Protocol’s Corporate Accounting and Reporting Standard summary (available on the protocol’s website).Focus on understanding the basic principles: relevance, completeness, consistency, transparency and accuracy.Familiarize yourself with the concepts of scopes 1, 2 and 3 emissions.

2. Define Organizational and Operational Boundaries

Choose between two approaches: equity share or control (operational or financial).List all entities, facilities and operations within your organization.Decide which approach best reflects your organization’s structure and goals.

3. Identify and Calculate GHG Emissions

Scope 1 (Direct emissions):Identify sources like company vehicles, on-site fuel combustion and process emissions.Collect data on fuel consumption, refrigerant use, etc.Scope 2 (Indirect emissions from purchased energy):Gather electricity bills and information on purchased heating or cooling.Determine if you’ll use location-based or market-based methods (or both).Scope 3 (Other indirect emissions):Start with the most relevant categories for your business (e.g., business travel, employee commuting, purchased goods and services).This scope is optional for beginners but increasingly important.

4. Collect and Analyze Data

Create a data collection template for consistency.Identify data sources within your organization (e.g., utility bills, procurement records, HR for employee commuting).Set up a system to collect data regularly (monthly or quarterly is often practical).Use actual data where possible; estimate only when necessary and document your methodology.

5. Choose Emission Factors

For beginners, start with government-provided emission factors:United States: U.S. Environmental Protection Agency (EPA) emission factorsUnited Kingdom: Department ofr Environment, Food and Rural Affairs conversion factorsInternational: Intergovernmental Panel on Climate Change (IPCC) emission factor databaseEnsure you’re using the most recent version of emission factors.Document the source and year of each emission factor used.

6. Calculate Your Carbon Footprint

Use a simple formula: Activity data x emission factor = GHG emissionsStart with a spreadsheet for calculations if you’re not using specialized software.Convert all emissions to carbon dioxide equivalent (CO2e) using global warming potential values.

7. Verify Your Data

Begin with internal verification:Check for data entry errors.Ensure all relevant emission sources are included.Compare with previous years or industry benchmarks if available.Consider hiring a third-party verifier for added credibility, especially if reporting publicly.

8. Prepare for CDP Reporting

Create an account on the CDP website.Download and review the relevant questionnaire (usually Climate Change for beginners).Attend CDP’s webinars or workshops for first-time responders.Gather additional information beyond emissions data, such as:Climate-related risks and opportunitiesEmissions reduction initiativesGovernance structures for climate issues

9. Complete and Submit CDP Questionnaire

Start early; the questionnaire is extensive.Answer all relevant questions, using “not applicable” or “we do not have this information” when necessary.Provide context and explanations, especially for areas where you’re still developing processes.Use CDP’s guidance documents for each question.Have colleagues review your responses before submission.

10. Review and Improve

After submission, wait for your CDP score and feedback.Analyze areas where you scored poorly or couldn’t provide information.Develop an action plan to improve data collection, emissions reduction efforts and overall climate strategy.Consider setting targets for emissions reduction.

Relevant Sources and Further Reading

GHG ProtocolCDPScience Based Targets initiativeIPCCGHG Protocol training materialsCDP’s guidance documentsEPA Center for Corporate Climate Leadership

Remember, GHG accounting and CDP reporting are an iterative process. It’s okay to start small and improve over time. The key is to begin the journey and continuously enhance your approach and data quality.

Renee Thompson, director of global sustainability and environmental compliance at Wesco International, serves as chair of SIA’s Environmental, Social and Governance Advisory Board.