Tag: 3BL

In today’s business landscape, green logistics is not just a trend but a crucial strategy for small and medium-sized businesses to gain a competitive advantage. According to Forbes, 88% of consumers stated they are more loyal to businesses that prioritize sustainability, while a recent IBM consumer study showed more than seven in 10 are willing to pay a premium for brands that practice sustainability. So, embracing eco-friendly practices can secure customer loyalty and boost brand image? We’re just getting started…

Adopting sustainable logistics can create major cost savings, as Walmart’s fleet efficiency managed to do by optimizing its transportation routes and doubling its truck fleet efficiency. They reduced carbon dioxide emissions by 87,000 metric tons since 2015 and saved more than $1.1 billion in fuel and counting. General Motors saved $12 million annually through a reusable container program. That environmental regulations are becoming more stringent, making green logistics essential to avoid penalties and disruptions, only further underscores how critical it is to integrate green logistics.

Given all this, though, how can small and medium-sized businesses leverage green logistics to secure that competitive advantage?

In a recent webinar with Supply Chain NOW, two of DP World’s foremost experts — Terry Donohoe, CEO of DP World in the U.S. and Mexico, and Glen Clark, Senior Vice President of Freight Forwarding for DP World Americas — explored how SMBs can partner with sustainable supply chains to gain a competitive advantage. These are some of the most effective methods they identified for SMBs to gain that sustainable edge:

1. Optimize Transportation and Shipment Methods

One of the most significant ways small and medium-sized businesses can reduce their environmental impact while saving costs is by optimizing their transportation and shipping routes. Businesses may identify significant savings they didn’t expect considering greener alternatives by evaluating their shipping methods often — as Donohoe asks, “Does it really have to move by air freight, or can it move by ocean freight? Does it really have to move by truck, or can it move by rail?” Switching to more eco-friendly transportation methods, such as rail or sea freight, can significantly reduce carbon emissions and lower costs.

By making smarter decisions about transportation, SMBs can reduce fuel consumption and emissions, leading to both environmental and financial benefits. This approach not only meets increasing pressures for sustainability but also offers a direct path to cost-efficiency, allowing smaller businesses to remain competitive in a cost-sensitive market.

2. Adopt Technology for Greater Efficiency

Technology plays a crucial role in enabling SMBs to implement green logistics. Clark noted how automation and artificial intelligence (AI) are transforming the logistics industry, making it easier for businesses to adopt more sustainable practices. Real-time data and digital platforms allow SMBs to optimize routes, reduce packaging waste, and improve overall supply chain efficiency, which can minimize their carbon footprint.

Moreover, these technologies enable SMBs to track shipments more accurately, helping them avoid delays and excess costs while reducing emissions. By integrating AI and data analytics, businesses can streamline their logistics operations, cut down on fuel consumption, and better manage resources.

3. Reduce Packaging Waste

Packaging waste is a common issue in logistics, and reducing this waste is a critical component of green logistics. Clark shared how, for example, DP World helps its customers by adopting automated boxing machines that build boxes to the exact size of the shipment. “This new technology… was a great sustainability [solution], but it was also a cost saving on shipment because you didn’t have the extra queue inside of those trucks,” Clark explained.

This innovative approach to packaging not only reduces waste but also optimizes the use of space in transport vehicles, leading to fewer trips and lower emissions. SMBs that adopt similar practices can reduce material costs and enhance their environmental credentials, appealing to consumers who prioritize sustainability.

4. Select Green Ports and Terminals

Choosing the right port or terminal can also make a significant difference. As Donohoe pointed out, many ports are investing heavily in green technology. For example, nearly all of DP World’s ports in Latin America are now powered entirely by renewable energy, providing SMBs with a greener option for their logistics needs.

By selecting ports that prioritize sustainability, SMBs can further reduce their carbon footprint and align their logistics operations with global sustainability goals.

5. Leverage Sustainable Logistics Partners

Above all, SMBs need to partner with the right logistics providers that invest in green technologies to enhance their sustainability efforts without needing to make large upfront investments. Donohoe emphasized the importance of selecting eco-conscious partners, offering examples from DP World’s own investments: “There are eco-conscious logistics providers that invest and allow you, as a small and medium-sized business, to invest in green technologies.”

By partnering with the right green logistics provider, SMBs can benefit from existing green infrastructure, such as electric vehicles or energy-efficient warehouses, without needing to build these capabilities internally. In Vancouver, for example, DP World is piloting a program that uses hydrogen-powered cranes, with the intention of rolling out the initiative globally, thereby offering a sustainable solution for businesses using Vancouver as part of DP World growing global network.

As sustainability becomes a non-negotiable aspect of doing business, SMBs must find ways to integrate green logistics into their operations to remain competitive. From optimizing transportation and reducing packaging waste to leveraging technology and sustainable logistics partners, there are numerous strategies that small and medium-sized businesses can adopt. In Donohoe’s words, “sustainability is non-negotiable in today’s world.” By adopting these practices, small and medium-sized businesses can not only meet growing consumer and regulatory demands but also improve their operational efficiency and secure long-term success.

If you’re interested in how SMBs can integrate green logistics into their operations, come and find out. To watch the full webinar of Terry Donohoe and Glen Clark discussing the changing climate in which SMBs are operating click here or click here to listen.

BALTIMORE, October 31, 2024 /3BL/ – T. Rowe Price, a global investment management firm and a leader in retirement, proudly announces its achievement of Silver Status in Management Leadership for Tomorrow’s (MLT) Black Equity at Work Certification. The certification establishes a measurable standard for racial equity and provides a road map to achieving racial equity in the workplace, incorporating the systemic disadvantages that African American/Black talent face. In addition, the firm also is participating in MLT’s Hispanic Equity at Work certification process.

“Earning the Black Equity at Work Certification reinforces our commitment to accountability and our focus on ensuring the inclusion of all voices at T. Rowe Price,” said Raymone Jackson, head of Community Investment and Diversity, Equity, and Inclusion at T. Rowe Price. “We understand the importance of employers actively committing to racial equity for all diverse groups, and this certification is a testament to our ongoing work with Management Leadership for Tomorrow. By continuously learning and taking actionable steps toward inclusion, we push toward a more successful and equitable future for all.”

MLT’s Racial Equity at Work Certification programs began in 2020 with MLT Black Equity at Work Certification. The three-year first-class certification process establishes a clear and comprehensive Black equity standard for employers. Companies report on five key pillars—representation at every level, compensation equity, workplace culture, business practices, inclusive procurement practices, and contributions and investments—to drive Black equity in their workplace and close racial wealth gaps.

In addition, T. Rowe Price actively partners with organizations like the Robert Toigo Foundation, the Association of African American Financial Advisors, Money Management Institute, the UK’s Diversity Project, and several other organizations to create equal access and opportunity within the industry, source diverse talent, and foster a culture of inclusion. Internally, the firm’s African Heritage Community, part of the MOSAIC @ T. Rowe Price associate-led business resource groups for ethnically diverse associates, provides year-round networking and development opportunities. Advisory groups like the Black Leadership Council and MOSAIC’s Amplify Voices work as a channel of communication between firm management and Black associates to ensure that there is active dialogue on matters of importance (e.g., attraction, retention, advancement, priorities, climate). The firm also deployed $50 million in deposits to under-resourced deposit institutions through a partnership with CNote, an impact investment fintech that provides capital to lenders that empower small and diverse business owners and support under-resourced communities.

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About T. Rowe Price

Founded in 1937, T. Rowe Price (NASDAQ – GS: TROW) helps individuals and institutions around the world achieve their long-term investment goals. As a large global asset management company known for investment excellence, retirement leadership, and independent proprietary research, the firm is built on a culture of integrity that puts client interests first. Clients rely on the award-winning firm for its retirement expertise and active management of equity, fixed income, alternatives, and multi-asset investment capabilities. T. Rowe Price serves millions of clients globally and manages US $1.63 trillion in assets under management as of September 30, 2024. About two-thirds of the assets under management are retirement-related. News and other updates can be found on Facebook, Instagram, LinkedIn, X, YouTube, and troweprice.com/newsroom.

About Management Leadership for Tomorrow

MLT is a national nonprofit that is dedicated to closing racial wealth gaps by improving the economic trajectories of people of color and helping employers implement more rigorous racial equity strategies. We believe everyone should have equal access to opportunities to pursue the American Dream. MLT offers an array of initiatives including career and leadership development for college students and professionals as well as expert advice to employers so they can foster equitable workplaces. Learn more at mlt.org.

T. ROWE PRICE CONTACTS: 

Tiane Harrison

410-577-2216

tiane.harrison@troweprice.com

102024-3980134

Nearly forty years ago, Cisco set out to connect the world with our technology and to deliver innovation — and unique value — to our customers, employees, partners and communities at large. To build a business that’s great to work with — and great to work for — committed to the greater good and making the world a better place.

In 2020, these deeply held commitments gave rise to Cisco’s Purpose to Power an Inclusive Future for All.

Cisco’s Purpose — and the way it’s operationalized to leverage our unique strengths and drive social impact that’s lasting and real — is what drew me to the company. I joined Cisco in late 2022 to lead the first Social Impact Office in exploring new approaches to innovation and expanding Cisco’s capabilities to build tech-enabled solutions for the critical challenges facing our people, planet, and society.

In exploring new approaches, Cisco is ushering in a new era of impact — setting inspired, ambitious goals and challenging ourselves to develop solutions with the power to change billions of lives.

Two years into our exploration, what we know is this:

Focus and simplicity are essential to driving new levels of innovation.

Focus and simplicity: redefining the scope of Social Impact

To fuel our ability to innovate, we’re simplifying our organization by bringing together the Diversity, Equity, and Inclusion (DEI) and Social Impact teams as one – as a new Social Impact and Inclusion Office.

Together, we’re focusing on what matters most – driving positive change by addressing our biggest challenges inside our organization, across our ecosystem, and around the world. We’ll eliminate redundant structures, complexity, and distinctions between internal and external impact. And we’ll build on what we all do best – creating opportunities where everyone can thrive.

Our work has never been more important – or more relevant – to fulfilling Cisco’s Purpose.

Creating an expanded portfolio of solutions will better leverage our natural synergies and give rise to new insights, ideas, strategies, and operational excellence.

The best path forward is usually the simplest, but rarely the easiest.

A new era of impact: Cisco’s Social Impact and Inclusion Office

The new Social Impact and Inclusion Office will innovate, accelerate, and drive exponential impact through an expanded portfolio of solutions, including Digital Inclusion, Economic Empowerment, DEI, Social Justice, and Critical Human Needs.

We’re deepening our work to strengthen our inclusive culture where everyone can thrive, break down barriers to address systemic inequities, transform communities through skills development and opportunities, revolutionize digital inclusion, and mobilize in times of crisis to provide for essential human needs.

Our employees and our extensive ecosystem of partners, suppliers, and customers will continue to expand the ways they can engage and contribute their unique strengths through volunteering and donating resources and expertise.

The nearly 28,000 members of Cisco’s 31 Inclusive Communities will continue to play a vital role in our progress as allies and agents of change, contributing valuable insights from multiple cultures and perspectives.

And we’ll build on our momentum from the past few incredible years – surpassing our ten-year goal to positively impact One Billion Lives and setting a record-breaking new trend in engaging more than 80% of our employees to give back to the communities and causes that matter most to them. Over 70,000 – that’s nearly 86% – of our employees took action to give back in FY24 – with 700,000+ employee volunteer hours and $30M+ in employee donations and matching gifts.

The path forward

Perhaps the most compelling – and challenging – words within our Purpose statement are the last two: for all.

For Cisco, our employees, the new Social Impact and Inclusion Office, and the global nonprofits, educational institutions, governments and organizations we partner with to create opportunities for everyone to thrive, for all is a vision – a focus – and a deep commitment we share.

My team is already hard at work charting a simple, powerful path forward together. For all. We look forward to sharing our progress and the new possibilities we discover along the way.

View original content here.

In western North Carolina, hundreds of crews remain on the ground working to restore power in areas hardest hit by Hurricane Helene. From several miles away, Duke Energy employees throughout the Carolinas are rolling up their sleeves to provide relief in other ways.

In Raleigh, more than 200 Duke Energy employees joined the Rally for Relief event, packing 1,000 first aid kits, 50,000 diapers, and 10,000 feminine and family hygiene items into emergency supply kits.

In Charlotte, employees packed 10,000 emergency food boxes for delivery to the most impacted areas. A week later, they shut down an uptown block for the Harvest Hustle, sorting and bundling over 40,000 lbs. of apples.

In Upstate South Carolina, employees answered phones at an all-day telethon helping raise nearly $200,000 for relief.

As families in the North Carolina mountain region continue to rebuild, we continue to look for ways to offer a bit of comfort while we work restore power to all impacted communities.

Thank you to our partners who help make these efforts possible: American Red Cross North Carolina, American Red Cross of South Carolina, Charlotte Center City Partners, DIAPER BANK OF NORTH CAROLINA, Inter-Faith Food Shuttle, MANNA FoodBank – Asheville NC, Second Harvest Food Bank of Metrolina, The No Woman, No Girl Initiative, United Way of the Greater Triangle, WYFF 4

Duke Energy

Duke Energy (NYSE: DUK), a Fortune 150 company headquartered in Charlotte, N.C., is one of America’s largest energy holding companies. Its electric utilities serve 8.2 million customers in North Carolina, South Carolina, Florida, Indiana, Ohio and Kentucky, and collectively own 50,000 megawatts of energy capacity. Its natural gas unit serves 1.6 million customers in North Carolina, South Carolina, Tennessee, Ohio and Kentucky. The company employs 27,600 people.

Duke Energy is executing an ambitious clean energy transition to achieve its goals of net-zero methane emissions from its natural gas business by 2030 and net-zero carbon emissions from electricity generation by 2050. The company has interim carbon emission targets of at least 50% reduction from electric generation by 2030, 50% for Scope 2 and certain Scope 3 upstream and downstream emissions by 2035, and 80% from electric generation by 2040. In addition, the company is investing in major electric grid enhancements and energy storage, and exploring zero-emission power generation technologies such as hydrogen and advanced nuclear. 

Duke Energy was named to Fortune’s 2023 “World’s Most Admired Companies” list and Forbes’ “World’s Best Employers” list. More information is available at duke-energy.com. The Duke Energy News Center contains news releases, fact sheets, photos and videos. Duke Energy’s illumination features stories about people, innovations, community topics and environmental issues. Follow Duke Energy on Twitter, LinkedIn, Instagram and Facebook.

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We sustain and cultivate our industry-leading ethical culture through a high-performing ethics program that deploys enterprise-wide training, guidance, communications, engagement, reporting and resolution services. 

The Ethics Office is part of SAIC’s Risk, Ethics and Compliance organization, reporting directly to the Office of the General Counsel. Every member of the team holds certifications as ethics and compliance professionals. The Ethics Office has direct access to the chair of the Board’s Risk Oversight Committee. It provides quarterly updates to the Risk Oversight Committee that include helpline and misconduct reporting statistics; details on all investigations and resolutions; risk assessments and mitigation strategy; culture of ethics assessment or survey findings; and any information critical to the program’s success. 

We expect all employees to abide by SAIC’s Code of Conduct. Our Code of Conduct helps build a strong foundation for our day-today behaviors, stakeholder commitments and high business standards. In FY24, 100% of our employees successfully acknowledged SAIC’s Code of Conduct and completed assigned ethics training. 

SAIC takes all reports about unethical or unlawful behavior seriously, listens carefully to concerns, conducts investigations objectively and takes appropriate corrective actions when warranted. Employees may report a breach to our integrity or our Code of Conduct anonymously or on a disclosed basis. An independent third party hosts our helpline and website reporting form, which is available 24/7. SAIC stands behind its employees and enforces a strict non-retaliation policy. We do not tolerate any acts of retaliation against those who make reports of misconduct in good faith.

Establishing and maintaining trust in the ethics case-management process is of utmost importance. Employees can check the status of their cases — even when they submit anonymously. For transparency, we publish quarterly summaries of substantiated cases and overall metrics on our company intranet.

WHAT OUR EMPLOYEES TELL US ABOUT OUR ETHICAL CULTURE

On a biennial basis, we survey our employees about the company’s ethics program using a third party to help with benchmarking and to ensure the survey is confidential and anonymous. We work with the vendor to measure the essentials of an ethics program, as it aligns with, among other guidelines, the Department of Justice’s Sentencing Guidelines. 

In our most recent Ethics survey, SAIC outperformed its benchmark across all eight ethical categories. The survey responses showed the importance of company leaders in creating our culture of ethics ― assessing our leaders’ role as exceptional. 

The third party benchmarked SAIC against companies in the aerospace and defense sector, the business and professional services sector and the engineering services sector reflecting more than 90,000 respondents across 18 companies.

SAIC outperformed industry benchmarks in all ethics categories. 
Our leaders’ role in creating our culture of ethics was assessed as exceptional.

SAIC EMPLOYEES COMPLETED NEARLY 55,000 HOURS OF ETHICS AND COMPLIANCE TRAINING IN FY24

Our employees completed almost 55,000 hours of ethics and compliance training in FY24. We require training based on both an enterprise risk review and risks specific to job responsibilities and assignments. Our ethics and compliance training program:

Receives development input from functions outside of our Risk, Ethics and Compliance organizationRefreshes training and uses a modality of delivery to ensure employees experience engaging contentIntegrates elements identified through risk assessment, evaluation or other risk factors to target specific and select audiencesAssigns additional training at a manager or business unit leader’s requestMaintains a library of courses that employees can elect to take on demand 

Our Ethics Champions — more than 85 employees across the company and at all major corporate and customer sites — work as liaisons to our business groups. They expand our communications reach and foster an ethical culture by encouraging people to speak up when they think there may be an ethical issue. We share expectations to our ethics partners in writing, provide them with training and furnish resources to help them fulfill their role. Ethics Champions meet regularly with the Ethics Office to hear first-hand from company leadership about issues and opportunities ― and to share back to leadership about the ethical culture across SAIC.

Learn more in SAIC’s 2024 Corporate Responsibility Report

Tue, Nov 5, 2024 7:00 AM EST

From 11-22 November 2024, COP29 will be taking place in Baku, Azerbaijan. As the 29th United Nations Climate Change conference, this event presents a crucial moment for governments and industry to step-up and fast-track the global climate agenda in order to meet global ambitions.

To dive into COP29 and the themes associated, join us for a global webcast that looks at what COP29 means for businesses around the world, including climate leader and business perspectives, a look at regional implications of COP29 with a focus on the Asia Pacific, as well as a recap of COP16.

The session will cover:

Introduction to KPMG program at COP29Panel discussion: What does COP29 mean for business?Implications of COP29 in the Asia Pacific regionA recap of COP16Closing remarks

Presenters:

John McCalla-Leacy, Head of Global ESG, KPMG InternationalMike Hayes, Climate Change, Decarbonization, Nature and Renewable Energy Global Lead, KPMG InternationalDaisy Shen, Head of Climate Change and Sustainability, Advisory Head of Energy and Nature Resources, and Partner, KPMG ChinaSimon Weaver, Global Head of ESG Advisory, KPMG International, and Partner, KPMG in the UKApurba Mitra, Lead, Climate Change, and Partner, KPMG in IndiaWafa Jafri, Partner, Energy Deal Advisory, KPMG in the UKSarah Nelson, Global Lead Director, Nature & Biodiversity, KPMG International

Click here to register

Cummins

How do you build a strategy that guides a company, leads an industry through significant change and stands the test of time through the next decade and beyond?

My role as Vice President of Corporate Strategy at Cummins Inc. requires defining the direction of our company’s global strategy – in other words, answering the question above. The thought of establishing a decades-long strategy can be daunting, particularly for our industry, which experiences frequent change with many factors outside of our control. Our reaction to this dynamic environment must be agile while maintaining strength and stability.

Building a strategy is like navigating a journey toward a distant, faraway destination.

The journey requires you to first determine your intended destination. In business terms, this means defining your long-term ambition.In strategic leadership, your next job is to set the initial direction toward that destination. A strategist is often like a navigator who must chart a path to head toward the destination, even if not every step of the journey is clear.Lastly, it’s important to consistently re-evaluate your progress and the path you’re taking despite the inevitable challenges, missteps and setbacks you may experience along the way.

This is the process of establishing strategic clarity.

While every business will face its unique challenges, there are key steps that Cummins has considered when establishing our strategy for the next era that I believe are transferable.

1. Start with the why. Are your mission and vision aligned with your winning aspirations?

The natural inclination when building a strategy is to start with the “what”—our products, services, and what we provide customers—and the “how”—through first-of-its-kind technology and innovation. Growing in a way that successfully guides your company through the next era also requires a clear understanding of why growth is needed in the first place.

In his 2009 TEDx Talk, “How great leaders inspire action,” American author and business leadership speaker, Simon Sinek, explained that what distinguishes inspirational leaders and companies from competitors is that they begin with the why.

The “why” may manifest as a mission and vision statement, both of which I believe ground a strategy. They are the lighthouse in the distance that reorients the ship back on its path, giving purpose to all that you do and why you do it. As Sinek says, people don’t buy what you do; they buy why you do it.

For Cummins, we don’t simply sell power solutions; we are making people’s lives better by powering a more prosperous world. We are powering some of the world’s most demanding applications – and we find new and better ways to do it by constantly innovating for our customers to power their success.

I challenge you to ask yourself and your colleagues:

Why does your company exist? What is its purpose?What is the driving force behind all you do – that shared belief between you, stakeholders, customers and the world?

At Cummins, we acknowledge that our mission and vision must go hand-in-hand with our aspirations. Cummins believes that every essential industry has a viable path to sustainability and lasting prosperity. It’s an aspiration that will take time, money, investment, infrastructure, partnership and immense innovation.

Your mission, vision and aspirations shouldn’t simply be statements. They are the pillars of your strategy and must align to achieve success.

2. Know what you need to reach your destination and how you intend to do it.

How do we aim to achieve our “why”? This is the meat of your plan. It’s your opportunity to clearly state what you intend to achieve and who you intend to serve. It’s also where you should reinforce your strategy for “winning” your market, audiences and customers.

The strength Cummins brings to the table is our partnerships, talent and comprehensive portfolio of the cleanest, most efficient, cost-effective and reliable power products in the world – all supported by a robust service and support network that keeps our customers’ operations running.

The transportation industry operates at a time when one solution or product does not and cannot fit all. Cummins must be agile and develop innovative solutions that give our customers flexible fuel and power options that deliver their equipment’s operational requirements, improve efficiency and achieve decarbonization.

In the last few years, we have significantly strengthened our position by evolving our portfolio. Today, we design, manufacture and support power products for global commercial and industrial customers across their entire operational lifecycle. Whether through our core businesses, the launch of a fuel-agnostic engine platform – Cummins HELM™ – or our zero-emissions solutions through Accelera™ by Cummins, we will meet the needs of our customers and guide them and others through the energy transition.

Ask yourselves the same:

What do you intend to offer customers? What should execution entail, and how do you plan to implement that work?What are your company’s strengths? Are they strong enough to be the customer’s preferred choice and propel your business through the next decade?Is this work serving not just any customer but the right customer for your business?

I’ll add that it’s important to identify the qualities and capabilities that give your company an advantage. What do you provide that your competitor can’t? Is it your company’s deep history and knowledge of its particular industry? Is it the ability to innovate because of top-tier talent? Access to funds that power greater research and development efforts? Perhaps the well-established partnerships, systems and methods make your operations unparalleled. Whatever sets you apart can be a defining factor in a customer’s decision to choose you over the competition. Sharing these superpower qualities could make all the difference.

3. Make the steps along the journey quantifiable and actionable.

The world thrives on data. We crave concrete answers that tell us the truth about our performance. Numbers, as they say, don’t lie.

I don’t think it’s news to readers that capturing relevant data is your strategy’s final piece of the puzzle. After all, we’re looking to establish a strategy for growth that drives us into the next era, so naturally, we need to know where we started to understand how much – or little – our strategy has helped us grow.

Know your key performance indicators. Identify the areas where you’re seeking to make the biggest impact. If the strategy is not producing results, it’s time to revisit it.

Our strategy for the next era and beyond is working. By intentionally weaving together Cummins’ business and environmental strategies, we’ve already seen the positive results of such an approach. In 2023, Cummins achieved record revenues of $31.4 billion with a record operating cash flow of $4.0 billion. Such performance has allowed us to raise our expectations for 2030. We’ve invested over $1.4 billion in research and development, empowering over 75,500 employees to build solutions for tomorrow. Giving back to our surrounding communities remains essential and resulted in employees completing 343,000 hours of community service in 2023, helping Cummins achieve $42.1 million in total giving.

Navigating a journey toward distant lands is bold and demanding. It includes unexpected roadblocks, hours of reflection and recalculations, and perhaps even rerouting the course entirely. The same is true for building strategic clarity. Forming a strategy to navigate and expand your business amidst ongoing change is challenging. At Cummins, it’s been no different. Despite daunting challenges in the industry, our strategy propels us toward greater growth and impact for our customers, communities and planet.

CINCINNATI, October 30, 2024 /3BL/ – Fifth Third Bank has partnered with Community Reinvestment Fund, USA (CRF) to launch the Small Business Catalyst Fund, a $7.85M investment that will empower small businesses across Fifth Third’s 11-state footprint to grow and create jobs in their communities and build a more equitable small business ecosystem.

“Small businesses form the foundation of our communities – and when they succeed, we all succeed,” said Kala Gibson, chief corporate responsibility officer for Fifth Third. “We are proud to launch this new fund to help expand access to capital for more small businesses across the communities we serve.”

A partnership between CRF and Fifth Third Bank, the Small Business Catalyst Fund connects small business owners to potential capital options offered by trusted Community Development Financial Institutions (CDFIs). The program will utilize an innovative funding model that combines grants, micro loans and small business loans.

Guided by the local communities they serve, CDFIs are mission-driven community lenders and resource providers that often work with entrepreneurs who have historically faced roadblocks along their journey to secure capital and other resources.

“Despite the access to capital barriers faced by small businesses, they contribute to the success and vibrancy of communities across the country,” said Alexis Dishman, SVP & Small Business Lending Officer for CRF. “In collaboration with Fifth Third Bank and our CDFI partners, CRF aims to improve access to capital and accelerate small business momentum through the creation of this innovative fund.”

The Small Business Catalyst Fund will provide an alternative to help small and micro business owners obtain working capital when traditional lending is not an option. The fund will provide grants, micro loans and small business loans ranging from $5,000 to $750,000 to small businesses at various stages of maturity.

Funders include the Fifth Third Foundation, the Fifth Third Bank Community Development Corporation, and Rockefeller Philanthropy Advisors. CRF will administer grants and small business loans and work alongside two local CDFI partners who focus on microloans and technical assistance: Ohio-based Economic & Community Development Institute (ECDI), and New York-based Ascendus.

Fifth Third has a proven track record of success in community development through its neighborhood program, which creates and implements innovative place-based strategies to effect positive change in nine historically disinvested neighborhoods across the Bank’s 11-state footprint.

The program is pioneering a new way to do community development by partnering with local organizations to build ecosystems that drive real change through both financial and social investments. This collective ecosystem approach is focused on identifying solutions to key challenges in partnership with the community, with the goal of creating lasting, transformative change. More than $13.5 million in small business lending has been delivered by Fifth Third through the neighborhood program since 2021.

For more information about the Small Business Catalyst Fund or to apply, please visit www.SmallBusinessCatalystFund.com.

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About the Fifth Third Foundation 
Established in 1948, the Fifth Third Foundation was one of the first charitable foundations created by a financial institution. The Fifth Third Foundation supports worthy causes in the areas of health and human services, education, community development and the arts in the states where Fifth Third Bank operates.

About Fifth Third 
Fifth Third is a bank that’s as long on innovation as it is on history. Since 1858, we’ve been helping individuals, families, businesses and communities grow through smart financial services that improve lives. Our list of firsts is extensive, and it’s one that continues to expand as we explore the intersection of tech-driven innovation, dedicated people and focused community impact. Fifth Third is one of the few U.S.-based banks to have been named among Ethisphere’s World’s Most Ethical Companies® for several years. With a commitment to taking care of our customers, employees, communities and shareholders, our goal is not only to be the nation’s highest performing regional bank, but to be the bank people most value and trust.

Fifth Third Bank, National Association is a federally chartered institution. Fifth Third Bancorp is the indirect parent company of Fifth Third Bank and its common stock is traded on the NASDAQ® Global Select Market under the symbol “FITB.” Investor information and press releases can be viewed at www.53.com. Deposit and credit products provided by Fifth Third Bank, National Association. Member FDIC.

About Community Reinvestment Fund, USA 
Founded in 1988, Community Reinvestment Fund, USA (CRF) is a national non-profit organization with a mission to improve lives and strengthen communities through innovative financial solutions. A leading Community Development Financial Institution (CDFI), CRF supports mission-driven organizations, increases economic mobility, and builds strong local economies through the development of solutions aimed at creating an equitable financial system. CRF has injected more than $3.6 billion to stimulate job creation and economic development and support community facilities. To learn more about CRF, visit www.crfusa.com.

CONTACT

Amanda Nageleisen (Media Relations) 
amanda.nageleisen@53.com

Matt Curoe (Investor Relations) 
matt.curoe@53.com | 513-534-2345

Tim Rosolio

Travel unites people across cultures, fostering a global sense of community. Yet systemic barriers and discriminatory practices continue to tarnish these experiences for many underserved travelers. As the percentage of underrepresented populations continues to grow, embracing inclusivity is more than just a moral imperative — it’s essential for conducting business.

The Journeys for All: An Expedia Group Study on Inclusion in Travel report offers insight into the experiences and challenges faced by travelers from underrepresented communities, including Black, Latino, and LGBTQIA+ individuals and those with disabilities, revealing that two in five (40%) underserved travelers feel limited by their identity when selecting destinations or activities.*

Read on for inclusive travel insights and proactive steps you can take as a vacation rental host to create more welcoming experiences for all guests and drive success for your business.

Inclusion fuels business growth

Underserved travelers currently make up a large share of the global travel market. And by 2040, the underserved population in the United States is projected to grow significantly,** showing that these underrepresented communities will continue to increase both in size and buying power. The travel industry is not keeping pace with this growth, and it’s affecting the experiences of underserved travelers.

This gap, however, presents a valuable opportunity for vacation rental hosts. By proactively embracing inclusive travel practices, you can better meet the needs of marginalized travelers and drive success for your business. Creating a more welcoming experience for guests will allow you to tap into this expanding market, build loyalty, and help you stand out as a host to a diverse set of travelers. The result: Improved guest experiences, repeat bookings, and a solid foundation for long-term business growth.

Alleviate concerns during the research and booking process

While both the general population and underserved travelers spend an average of nine hours on travel research and planning, the latter spend, on average, an additional five hours ensuring their destinations and accommodations are not only appealing but also safe and welcoming to all.

Underrepresented populations place more importance and trust in the travel experiences of those who come from similar backgrounds than the general population, looking for reviews and recommendations from those who share their identity. Access to relatable and relevant content is critical when it comes to making travel decisions; this includes reviews and language options, as well as search features like advanced accessibility filters.

Trusted sources during trip planning

Underserved travelers value reviews and recommendations from individuals who share their identity.

61% of Black and Latino travelers prioritize reviews from people with similar backgrounds.

55% of LGBTQIA+ travelers consider it important to receive reviews and recommendations from those who share their identity.

46% of travelers with disabilities seek out reviews and recommendations from people in their community.

ACTIONABLE TIPS

Help underserved travelers feel more confident booking with you

Make sure your property appears in advanced filters for accessibility features so guests can quickly identify your property based on their needs and preferences.Offer multiple language options to help travelers navigate your listing.Actively solicit reviews from your past guests to feature a diverse range of traveler experiences.

Eliminate potential biases from the booking process by turning on Instant Booking, which automatically approves booking requests upon receipt. Read this blog post to learn more about how Instant Booking works.

Set up Instant Booking

Outfit your property to welcome all travelers

More than half (52%) of underserved travelers say their identity impacts where they stay. For many of these travelers, it’s more than simply finding a comfortable home, but finding a property where their identity will be respected and their unique needs acknowledged.

ACTIONABLE TIPS

Ensure all guests feel welcome and accommodated at your property

Offer and maintain accessibility features on your property — installing ramps, handrails in showers, and other adaptive features to accommodate guests with disabilities and encourage them to book your property.Welcome service animals for guests who rely on their animal companions for support during their stay.Consider offering a thoughtfully curated welcome guide that highlights local attractions, restaurants, and activities that cater to a diverse range of interests and identities, allowing guests to explore the area with confidence.

Create a welcome guide

Actively promote diversity and inclusion to connect with underserved travelers 

For underserved travelers, their identities can tangibly impact their travel choices. Underserved travelers prefer to book with businesses that champion diversity and inclusion.

71% of underserved travelers state a preference for brands that support diversity and inclusion initiatives, compared to 62% of the general population.

ACTIONABLE TIPS

Consistently show your commitment to diversity across all consumer touchpoints

All Vrbo hosts should familiarize themselves with our guidelines on discrimination, harassment, and inclusion, which are the foundation for fostering a fair and welcoming marketplace for all guests.

It’s also important to examine every consumer touchpoint of your vacation rental business — such as your property listings, amenities, and accessibility features— and ensure they consistently reflect your commitment to diversity and inclusion.

Look closely at the words used across all your listings and marketing materials — is your language inclusive, welcoming, and respectful? When mentioning accessible features, make sure to use positive language rather than descriptions that emphasize limitations. For example, instead of saying your property features “toilets for the disabled,” you can say you offer “accessible toilets.”

Thoughtful adjustments like this can go a long way with underrepresented travelers and show that you’re committed to creating an inclusive environment for guests.

Update property listing

Research & Insights

Dive deeper into the data

Learn more about underserved travelers and the steps you can take to ensure the success of your vacation rental business.

Download the report

Tim Rosolio 
Vice President of Partner Success, Vacation Rentals, Expedia Group

Tim Rosolio has a comprehensive end-to-end view of the short-term rental business. He is a subject matter expert in vacation rentals, and his leadership and involvement include working on a number of key projects and initiatives at Vrbo such as our monetization strategy, VR competitiveness, acquisition, readiness, and the Fast Start program.


In addition to his eight years of experience in the vacation rentals line of business, Tim understands what our Vrbo hosts need because he is one! Prior to being VP of Partner Success, he worked on the Expedia for Business Strategy & Transformation team.

* All on-page data, except where noted, sourced from: Expedia Group, Journeys for All, Experiences of Underserved Travelers in the United States, August 2024

** United States Census Bureau, 2023 Population Projections for the Nation

DALLAS, October 30, 2024 /3BL/ – Mary Kay Inc., a global leader in skincare innovation and sustainability, was honored for the second year in a row with a 2024 Texan by Nature 20 (TxN 20) award, a prestigious recognition created by the conservation non-profit Texan by Nature. Founded by former First Lady Laura Bush, Texan by Nature annually celebrates 20 businesses based or operating in Texas that demonstrate data-backed commitments to conservation and sustainability through the TxN 20 initiative.

“Receiving this honor two years in a row highlights Mary Kay’s enduring commitment to integrating sustainable practices in our business through innovation, advocacy, and responsibility,” said Virginie Naigeon-Malek, who leads Mary Kay’s Corporate Responsibility & Sustainability. “We’re humbled to be listed among the other conservation powerhouses across Texas. At Mary Kay, sustainability is part of our mission—we’re striving to create a positive impact on the world for generations to come.”

“We believe in building a sustainable future through action, collaboration, and innovative models,” said Joni Carswell, CEO & President at Texan by Nature. “It’s an honor to recognize Mary Kay, a company that demonstrates driving sustainable business through conservation action achieves positive long-term impact for profitability, people, and planet alike.”

To further its involvement with Texan by Nature, Cristi Gomez, PhD, DABT, Senior Director, Regulatory, Safety, and R&D Compliance for Mary Kay, participated in the 6th Texan by Nature Conservation Summit, which showcases innovation, commitment, and best practices from a variety of industries. Gomez spoke on the panel “Realizing System Value.” The panel explored balancing development with conservation, profits with sustainability, and inputs with outputs of the full system. The event was held Wednesday, Oct. 23, at the George W. Bush Presidential Center.

The TxN 20 recognizes industry leaders across 12 sectors in Texas who are at the forefront of conservation efforts and sustainable business practices. Other award winners can be viewed on the Texan by Nature website.

About Mary Kay

Then. Now. Always. One of the original glass ceiling breakers, Mary Kay Ash founded her dream beauty brand in Texas in 1963 with one goal: to enrich women’s lives. That dream has blossomed into a global company with millions of independent sales force members in more than 35 markets. For 60 years, the Mary Kay opportunity has empowered women to define their own futures through education, mentorship, advocacy, and innovation. Mary Kay is dedicated to investing in the science behind beauty and manufacturing cutting-edge skincare, color cosmetics, nutritional supplements, and fragrances. Mary Kay believes in preserving our planet for future generations, protecting women impacted by cancer and domestic abuse, and encouraging youth to follow their dreams. Learn more at marykayglobal.com, find us on Facebook, Instagram, and LinkedIn, or follow us on X (formerly Twitter).