Tag: 3BL

Originally published on GoDaddy LinkedIn

Welcome to the latest issue of the GoDaddy Venture Forward newsletter! Here we share our latest exclusive data, insights and news about small and microbusinesses.

Venture Forward is a GoDaddy research initiative started in 2018 to quantify the growth and impact of online microbusinesses on their local economies, and to provide a unique view into the attitudes, demographics and needs of these entrepreneurs. To date, Venture Forward has surveyed more than 50,000 entrepreneurs with a digital presence, making it the source for microbusiness data and insights. GoDaddy defines microbusinesses as small businesses with a unique domain, an active website and most often fewer than 10 employees.

If you haven’t already, subscribe to this newsletter to get updates in your LinkedIn feed each quarter!

Alexandra Rosen 
Global Head, Venture Forward

Updated Microbusiness Data Hub

We refreshed the Venture Forward Microbusiness Data Hub through June 2024, or Q2, across Australia, Canada, U.K. and U.S., including updated microbusiness density data, U.S. Microbusiness Activity Index and global e-commerce trends.

Here are two sets of rankings – the first by sector of the economy and the second by microbusiness density across geographies – for the U.S., U.K., Canada and Australia:

Top five e-commerce industries (based on order count) in each country:COUNTRYTOP2ND3RD4TH5THU.S.BeautyHealth/MedicalRetailFitness/WellnessFashionU.K.BeautyPetsHealth/MedicalFitness/WellnessRetailCanadaBeautyHealth/MedicalFitness/WellnessSportsAutoAustraliaHealth/MedicalBeautyFitness/WellnessEducationPetsSource: GoDaddy Venture Forward, Q2 2024Top five areas ranked by microbusiness density (the number of microbusinesses per 100 people) in each country: COUNTRYTOP2ND3RD4TH5THAustralia (SA3)Adelade CitySydney Inner CityMelbourne CityNorth Sydney – MosmanEastern Suburbs – NorthMicrobusiness Density

6

6

5

5

4

Canada (Province)British ColumbiaOntarioAlbertaQuebecYukonMicrobusiness Density

3

2

2

2

1

U.K (Constituency)Cities of London and WestminsterStoke-on-Trent SouthSt AlbansHolborn and St PancrasHackney South and ShoreditchMicrobusiness Density

23

14

9

9

8

U.S. (Lg. Metros: pop. 400K+)New York, NY

Tulsa, OK

Las Vegas, NV

Ft. Lauderdale, FL

Miami, FL

Microbusiness Density

29

27

20

20

19

      Source: GoDaddy Venture Forward, Q2 2024    

Download the data.

GoDaddy/UCLA Anderson Forecast: Microbusiness Activity Index (MAI) 2024 annual report

Job creation due to digital infrastructure investment skyrocketed since the start of the pandemic. Recent data from GoDaddy and UCLA Anderson Forecast shows that digital infrastructure improvement created more than 280,000 jobs nationwide – equivalent to the entire population of Reno, Nevada – between April 2020 and March 2024.

Growth in infrastructure index, April 2020 and March 2024STATEGROWTH IN INFRASTRUCTURE INDEXMAI COMPOSITEINFRASTRUCTUREPARTICIPATIONENGAGEMENTMississippi9%98.197.496.3104.4Alabama8%100.399.898.0104.3Louisiana7%99.799.098.1103.6New Mexico7%100.199.698.2103.7Tennessee7%102.2101.899.8103.8Kentucky7%101.4100.898.3105.4Arkansas7%99.899.397.3104.9West Virginia6%98.496.796.8105.4South Carolina6%102.4102.699.7103.4Oklahoma6%102.0102.499.7102.6

Other excerpted highlights of our 2024 report

“Recent months saw a rise in the MAI, driven by increased microbusiness engagement and Generative AI tool adoption, enabling entrepreneurs with limited resources to boost productivity and compete effectively with larger companies. 
 On average, each additional entrepreneur generates over 7.4 jobs locally. Microbusiness participation also contributes to greater labor force participation.

“For context, in July 2021, the UCLA Anderson Forecast, in partnership with GoDaddy, launched a new MAI that analyzes the formation, growth, and dynamics of online microbusinesses, using data provided by GoDaddy. The MAI demonstrates a strong correlation with key economic indicators, including employment, unemployment, GDP, and offers timely insights into local economic activity. The report, featuring commentary, analysis, and the latest indices, continues to be published annually.”

Read the full report.

Regional Impact

Q&A: Getting to know the University of Missouri Small Business Development Center team that leverages Venture Forward data for statewide economic development planning

The University of Missouri’s extension program has created an interactive dashboard to visualize GoDaddy Venture Forward’s geographical data, empowering staff at the university’s Small Business Development Center to counsel microbusinesses and educate local residents. The dashboard tracks microbusiness density (aka microbusinesses per 100 people) and the MAI, which tracks dozens of factors that impact the success of online microbusinesses. The dashboard is a powerful tool to provide economic briefs for small business counselors and data training for working professionals, among other uses.

Read more.

Entrepreneurship doesn’t require a four-year degree

A four-year degree isn’t required for successful entrepreneurship. GoDaddy Venture Forward data shows that U.S. microbusiness owners with a college degree and those without contribute similar amounts of income to their household.

A significant portion of microbusiness owners without a college degree make a six-figure income, regardless of gender. Over one-third (34%) of women without a college degree and almost half of men (47%) without one make over $100k pre-tax from their microbusiness.

Women without college degrees have more long-term dreams. They are more likely to have started their business because they always dreamed of doing so (26%), compared to women with college degrees (20%). Women without college degrees are also 6% more likely to have started because they wanted to be their own boss. 
 Women with college degrees are more community-oriented. They are more likely to have started their business to contribute to their community (24%), compared to women without a college degree (19%).

Read more.

In the news

U.S.

Internet expansion helps small businesses expand, too, study shows – Tech Brew

“As internet access grows, so do job opportunities, according to new data from web hosting company GoDaddy.

“The domain registrar’s research arm, Venture Forward, teamed up with economists at the UCLA Anderson Forecast to analyze state and local economic activity alongside web-hosting data, ultimately returning a composite score for the robustness of online business in a given area, Alexandra Rosen, global head of Venture Forward, told Tech Brew.

“The most recent results revealed that ‘digital infrastructure improvement created nearly 300,000 jobs nationwide between April 2020 and March 2024,’ GoDaddy said.”

Read more in Tech Brew.

U.K.

Degree of uncertainty: Are young entrepreneurs skipping higher education? – City A.M.

“Young entrepreneurs are skipping the traditional path of higher education in favour of starting their own businesses, new research has shown.

“Of the half a million digital microbusinesses surveyed by GoDaddy’s research initiative Venture Forward, 22 per cent of entrepreneurs under the age of 30 said they had started their business after their A-levels instead of pursuing a university degree. This is double the national average of 11 per cent.

“A majority of those — 76 per cent — who traded in the prospect of lecture halls for real-world experience also said they are ‘glad’ to not have the ‘burden’ of debt sitting on their shoulders.”

Read more in City A.M.

Australia

Why this patch of south-east Queensland is a micro-business hotspot – Sydney Morning Herald

“Tamborine, population 7500, is one of a few major towns in the Gold Coast hinterland – an area with the second-highest density of micro-businesses in Australia, research found.

“GoDaddy’s Venture Forward study this year defined micro-businesses as those with fewer than 10 employees, including solo entrepreneurs, specifically looking at those that had a presence online.

“Where most parts of south-east Queensland have one or two of these businesses for every 100 residents, the Gold Coast hinterland – made up of the towns of Springbrook, Canungra and Beechmont, along with Tamborine – has more than 11.”

Read more in the Sydney Morning Herald.

When disaster strikes, the chaos can be overwhelming. But staying sharp and prepared can make all the difference in the first 72 hours.

Individuals in a disaster should expect to be self-sufficient and without help or rescue for 72 hours. So here’s how to handle this critical time after an emergency, with a little magenta verve.

Immediate Action: The First 24 Hours

1. Safety First: Grab your Go Bag and check yourself and people around you for injuries. Provide first aid where you can, but remember: Moving someone who is seriously hurt should be a last resort unless they’re in immediate danger.

2. Survey Your Space: Take a quick but careful look around your home. If it feels unsafe, get out. Watch out for hazards like shattered glass or potential gas leaks.

3. Tune In: Turn off your device or enable airplane mode to save battery life while connectivity and power are out. Instead, keep a battery-powered or hand-crank radio handy to catch updates and instructions from local authorities and the Red Cross. Follow their instructions to stay safe. And rest assured: T-Mobile will be working tirelessly to restore connectivity and deploy Wi-Fi and device-charging trucks.

Stabilizing the Situation: 24 to 48 Hours After

1. Essentials Check: If you haven’t already, make sure you have enough water, food and warm clothing. If in doubt about water safety, boil it or use purification tablets.

2. Document Everything: Start snapping photos or videos of the damage for insurance claims and aid applications. While it may seem low priority amid the chaos, this step is crucial.

3. Stay Connected: Charge your device and get connected with T-Mobile’s heavy-duty trucks. Reach out to your family and friends, preferably by text because of network congestion, to let them know you’re safe.

4. Ask for Assistance: If you need help, don’t hesitate to contact disaster relief services like the Red Cross or FEMA. They’re there to help with supplies and support. Emergency contacts that are accessible from your locked screen can be crucial — they can provide vital information, such as your medical history, to first responders and make important decisions for you if you can’t.

Rebuilding and Recovering: 48 to 72 Hours After

1. Keep the Lines Open: Continue updating your status with loved ones and stay informed about your community and ongoing safety measures.

2. Health Check: Take care of any non-emergency health issues. Check if local pharmacies and hospitals are back in action.

3. Look Ahead: Start thinking about the long haul of recovery. What will you need for rebuilding? Community meetings might begin — make sure you’re a part of them.

After the First 72 Hours

1. Mind Your Mental Game: The emotional toll of a disaster is real. Keep an eye on your mental health and that of those around you. Professional help is a strength, not a weakness.

2. Level Up Your Prep Game: Use this experience to beef up your emergency preparedness. Restock your kit, tweak your disaster plan and check out more T-Mobile tips.

Armed with these steps, in true T-Mobile style, the chaos of a disaster aftermath can be less tumultuous for you and your loved ones. Stay safe, stay smart, stay connected and keep rocking that magenta spirit, even in the toughest times.

When disaster strikes, the chaos can be overwhelming. But staying sharp and prepared can make all the difference in the first 72 hours.

Individuals in a disaster should expect to be self-sufficient and without help or rescue for 72 hours. So here’s how to handle this critical time after an emergency, with a little magenta verve.

Immediate Action: The First 24 Hours

1. Safety First: Grab your Go Bag and check yourself and people around you for injuries. Provide first aid where you can, but remember: Moving someone who is seriously hurt should be a last resort unless they’re in immediate danger.

2. Survey Your Space: Take a quick but careful look around your home. If it feels unsafe, get out. Watch out for hazards like shattered glass or potential gas leaks.

3. Tune In: Turn off your device or enable airplane mode to save battery life while connectivity and power are out. Instead, keep a battery-powered or hand-crank radio handy to catch updates and instructions from local authorities and the Red Cross. Follow their instructions to stay safe. And rest assured: T-Mobile will be working tirelessly to restore connectivity and deploy Wi-Fi and device-charging trucks.

Stabilizing the Situation: 24 to 48 Hours After

1. Essentials Check: If you haven’t already, make sure you have enough water, food and warm clothing. If in doubt about water safety, boil it or use purification tablets.

2. Document Everything: Start snapping photos or videos of the damage for insurance claims and aid applications. While it may seem low priority amid the chaos, this step is crucial.

3. Stay Connected: Charge your device and get connected with T-Mobile’s heavy-duty trucks. Reach out to your family and friends, preferably by text because of network congestion, to let them know you’re safe.

4. Ask for Assistance: If you need help, don’t hesitate to contact disaster relief services like the Red Cross or FEMA. They’re there to help with supplies and support. Emergency contacts that are accessible from your locked screen can be crucial — they can provide vital information, such as your medical history, to first responders and make important decisions for you if you can’t.

Rebuilding and Recovering: 48 to 72 Hours After

1. Keep the Lines Open: Continue updating your status with loved ones and stay informed about your community and ongoing safety measures.

2. Health Check: Take care of any non-emergency health issues. Check if local pharmacies and hospitals are back in action.

3. Look Ahead: Start thinking about the long haul of recovery. What will you need for rebuilding? Community meetings might begin — make sure you’re a part of them.

After the First 72 Hours

1. Mind Your Mental Game: The emotional toll of a disaster is real. Keep an eye on your mental health and that of those around you. Professional help is a strength, not a weakness.

2. Level Up Your Prep Game: Use this experience to beef up your emergency preparedness. Restock your kit, tweak your disaster plan and check out more T-Mobile tips.

Armed with these steps, in true T-Mobile style, the chaos of a disaster aftermath can be less tumultuous for you and your loved ones. Stay safe, stay smart, stay connected and keep rocking that magenta spirit, even in the toughest times.

Today on the podcast, you’ll hear from EHS experts in Asia, Europe, North America and New Zealand discuss financial markets and mergers and acquisitions. We hear from Matt Bell, M&A Practice Lead at Antea Group USA, Eeda Wallbank, Sector Leader at ESC Singapore and Graham Duffield, Practice Director – Transactions Support at Antea Group UK. The group discusses the importance and impact of EHS and ESG considerations in business deals. We wrap up the discussion with Lean Phuah from Tonkin + Taylor New Zealand and the Mergers & Acquisitions Working Group Lead with Inogen Alliance.

Listen to the episode below: 

Apple Podcasts

Spotify

Today on the podcast, you’ll hear from EHS experts in Asia, Europe, North America and New Zealand discuss financial markets and mergers and acquisitions. We hear from Matt Bell, M&A Practice Lead at Antea Group USA, Eeda Wallbank, Sector Leader at ESC Singapore and Graham Duffield, Practice Director – Transactions Support at Antea Group UK. The group discusses the importance and impact of EHS and ESG considerations in business deals. We wrap up the discussion with Lean Phuah from Tonkin + Taylor New Zealand and the Mergers & Acquisitions Working Group Lead with Inogen Alliance.

Listen to the episode below: 

Apple Podcasts

Spotify

The Clorox Change Makers initiative spotlights people who actively celebrate diversity, promote inclusion and practice allyship, making a positive impact on our business and culture. 

In this installment, we focus on Federico Medeiro, a talent acquisition manager in our People& organization based in Buenos Ares, Argentina. Federico was nominated by Marisa Tunas, a global talent acquisition director also in People&. We spoke with them to learn more about what Federico’s allyship looks like in action.

Why did you nominate Federico as a Change Maker? What makes him an ally?

Marisa: I think Federico is an ally because he knows very well the particularities and nuances of each country where we operate and we hire talent, while also knowing the business and trying to find solutions for each need. Federico knows how to navigate different cultures, languages, backgrounds, and he’s also helping a lot of managers mitigate bias when they’re making hiring decisions.

How has Federico’s allyship made an impact for you and others at Clorox?

Marisa: I think Federico’s allyship has truly made an impact in our organization, because in some of the countries where we hire talent, they can be quite challenging to navigate from a diversity and attraction perspective. Through Federico’s attitude and partnership with our business leaders, he is able to truly embrace diversity and make sure that our managers are making the right choices when it comes to hiring talent.

What does IDEA, and specifically allyship, mean to you?

Federico: To me, IDEA is all about embracing the diverse perspectives that make our team stronger and ensuring everyone feels they belong. Allyship, specifically, is about stepping up and being there for others, actively supporting our teammates and our candidates all around the world.

What tips do you have for others to put allyship into action in their day-to-day lives?

Federico: In my role, working across different international countries, allyship means understanding the unique needs of each region. Whatever it is, navigating talent acquisition activities in Peru, or supporting our leaders in Hong Kong, it’s all about bringing people together, valuing every voice, and making sure everyone, no matter where they are, feels like they are part of one Clorox team. That’s the kind of inclusive culture we should all strive to build.

To live our purpose and values, we must build a workplace where every person can feel respected and valued, and fully able to participate in our Clorox community. We aim to lead by example, at every level within the company, and to continually challenge ourselves to do better.  Learn more about our inclusion and diversity efforts here. 

The Clorox Change Makers initiative spotlights people who actively celebrate diversity, promote inclusion and practice allyship, making a positive impact on our business and culture. 

In this installment, we focus on Federico Medeiro, a talent acquisition manager in our People& organization based in Buenos Ares, Argentina. Federico was nominated by Marisa Tunas, a global talent acquisition director also in People&. We spoke with them to learn more about what Federico’s allyship looks like in action.

Why did you nominate Federico as a Change Maker? What makes him an ally?

Marisa: I think Federico is an ally because he knows very well the particularities and nuances of each country where we operate and we hire talent, while also knowing the business and trying to find solutions for each need. Federico knows how to navigate different cultures, languages, backgrounds, and he’s also helping a lot of managers mitigate bias when they’re making hiring decisions.

How has Federico’s allyship made an impact for you and others at Clorox?

Marisa: I think Federico’s allyship has truly made an impact in our organization, because in some of the countries where we hire talent, they can be quite challenging to navigate from a diversity and attraction perspective. Through Federico’s attitude and partnership with our business leaders, he is able to truly embrace diversity and make sure that our managers are making the right choices when it comes to hiring talent.

What does IDEA, and specifically allyship, mean to you?

Federico: To me, IDEA is all about embracing the diverse perspectives that make our team stronger and ensuring everyone feels they belong. Allyship, specifically, is about stepping up and being there for others, actively supporting our teammates and our candidates all around the world.

What tips do you have for others to put allyship into action in their day-to-day lives?

Federico: In my role, working across different international countries, allyship means understanding the unique needs of each region. Whatever it is, navigating talent acquisition activities in Peru, or supporting our leaders in Hong Kong, it’s all about bringing people together, valuing every voice, and making sure everyone, no matter where they are, feels like they are part of one Clorox team. That’s the kind of inclusive culture we should all strive to build.

To live our purpose and values, we must build a workplace where every person can feel respected and valued, and fully able to participate in our Clorox community. We aim to lead by example, at every level within the company, and to continually challenge ourselves to do better.  Learn more about our inclusion and diversity efforts here. 

Originally published in Principal Financial Group 2023 Sustainability Report

Advancing global inclusion

Global inclusion in the workplace 

We strive to create and maintain a work environment where all employees feel valued, respected, and included, enabling them to do their best work.

Our approach 

We believe that a culture of inclusion is foundational to who we are, the change we have driven, and the future we are creating. Our global inclusion strategy contributes to accelerating business outcomes and innovation by creating a more diverse, equitable, and inclusive workplace, embedding inclusion in our business practices, and giving back and strengthening the communities in which we operate.

This commitment to global inclusion starts at the top. Our Chairman, President, and CEO serves as sponsor of our Executive Inclusion Council, which comprises cross-functional business leaders and is the custodian of our global inclusion strategy.

Read more about our Global Inclusion strategy

Our global inclusion strategy in our workplace outlines our multi-year path toward these objectives and is informed by three key results: 

Our Global People Inclusion Index (GPII) measures a culture of belonging, respect, learning, and trying new things. Conducted three times per year, the GPII tells us how employees are experiencing Principal.In turn, the results enable leaders and teams to quickly respond to challenges and identify areas of opportunity, ultimately driving real- time, positive change.Through our U.S. Affirmative Action Program (AAP)1 we provide equal opportunity to qualified applicants and employees, in alignment with our talent strategy and regulatory obligations. Our AAP includes annual affirmative action training for all involved in people selection processes, with ongoing monitoring spanning outreach, recruitment, job descriptions, applicants, hires, promotions, terminations, performance ratings, compensation, accommodations, and recordkeeping. The program is overseen by our dedicated senior AAP manager, and our Executive Management Group ensures its successful implementation.Our U.S. Diversity Index measures diversity using 17 metrics that measure progress and areas of opportunity across the business. It serves as a pivotal component within our enterprise balance scorecard, a comprehensive metric assessing our organization’s overall well-being.

2023 Corporate Equality Index (CEI) recognition for support of lesbian, gay, bisexual, transgender, and queer equality in the workplace: Human Rights Campaign Foundation (November 2023)

We set and monitor goals using key insights and industry benchmarks, and measure and act upon employee sentiment related to a culture of inclusion, respect, experimentation, and innovation.

Our actions and performance in 2023

We joined the CFA DEI Code, a set of six metric-based principles to foster action for diversity, equity, and inclusion in the investment industry.

Global People Inclusion Index (GPII)

In 2023, we exceeded our annual GPII goal of 80% with a score of 82%. We also saw a record-high 85% participation from employees across the globe and made progress on all questions. Our GPII goal increased to 82% for 2024 based on past performance and a desire for continuous improvement.

2024 goal: 82%2023 goal: 82%2022 goal: 82%2021 goal: 79%2021 goal: 81%

U.S. Affirmative Action Program (AAP) 

In 2023, we transitioned to functional-based affirmative action plans to mirror our operating model, ensuring more accountability, efficiency, and effectiveness.

Read more: 2022 (EEOC) Report

U.S. Diversity Index 

In 2023, we exceeded our U.S. Diversity Index goal with a score of 104.9%.

Employee representation makes up 85% of the weighted metric with the remaining weight focused on areas like employee education and supplier diversity. We monitor and track our progress annually against past performance as well as market availability benchmarks. Additionally, our corporate incentive pay calculation for all eligible employees includes our diversity index performance.

2024 goal: 100%2023 goal: 104.9%2022 goal: 103.1%2021 goal: 92.8%

“Rooted in respect, our commitment to creating an inclusive work environment fuels a collaborative and innovative future for all.” 
Miriam Lewis 
Chief Inclusion Officer

To learn more, read the Principal Financial Group 2023 Sustainability Report.

Additional information on our commitments to advance inclusion, representation, accessibility, and equity within our workplace, business practices, and communities can be found in the 2023 Global Inclusion Report.

1Federal law and related OFCCP regulations require federal contractors and subcontractors to implement AAPs to ensure equal opportunities for qualified applicants and employees. AAP goals are used to measure progress against affirmative action requirements.

Insurance products issued by Principal National Life Insurance Co (except in NY) and Principal Life Insurance Company®. Plan administrative services offered by Principal Life. Principal Funds, Inc. is distributed by Principal Funds Distributor, Inc. Securities offered through Principal Securities, Inc., member SIPC and/or independent broker/dealers. Referenced companies are members of the Principal Financial Group®, Des Moines, IA 50392.​

3777689-092024

Originally published on Tork News Center

APPLETON, Wis., October 1, 2024 /3BL/– The Green Bay Packers are teaming up with Tork®, the professional hygiene brand of leading global hygiene and health company Essity, for the 2024 “Tackle Hygiene with Every Catch” campaign.

The campaign, which kicked off in September and will run through the first five home games of the Packers season, aims to raise awareness and promote the benefits of proper hygiene. Additionally, Tork and the Packers will provide community partners with essential hygiene products that help reduce environmental impact. For every catch the Packers make during the first five home games of the season, Tork will donate $250 worth of effective and sustainably produced hygiene products, such as paper roll towels and toilet paper (up to $30,000 in products) to local nonprofit organizations working to improve the well-being of those in need.

“We’re excited to partner again with Tork on the Tackle Hygiene Campaign,” said Justin Wolf, director of corporate partnership sales and activations for the Packers. “For more than a decade, our teams have relied on Tork hygiene products on gameday and every day and we look forward to making a positive impact in the community while cheering for Packers catches. Throughout the campaign, our fans can learn about the tools they need to stay healthy as well as the importance of hygiene and sustainability, all while supporting the Packers. We look forward to another great season of Tackle Hygiene with Every Catch.”

Since 2021, in partnership with the Packers, Tork has donated $83,500 worth of sustainable hygiene products to local charities in Northeast Wisconsin. This year’s recipient will be Feeding America Eastern Wisconsin, who works with local food banks and meal programs, providing resources so people facing hunger can put food on the table.

“Maintaining a clean and hygienic environment is critical at stadiums like Lambeau Field – which can hold more than 80,000 fans – as well as within our communities,” said Cindy Stilp, Marketing Communications Director at Essity. “Together with the Packers, we are proud to spearhead community initiatives, like Tackle Hygiene with Every Catch, in order to deliver hygienic experiences to fans, while giving back to those in the community who rely on programs like Feeding America Eastern Wisconsin, for essential services.”

Tork is the proud product provider of towels, tissue, napkins, soap and sanitizer to Lambeau Field.

About Tork®

The Tork brand offers professional hygiene products and services to customers worldwide ranging from restaurants and healthcare facilities to offices, schools, and industries. Our products include dispensers, paper towels, toilet tissue, soap, napkins, wipers, but also software solutions for data-driven cleaning. Through expertise in hygiene, functional design and sustainability, Tork has become a market leader that supports customers to think ahead so they’re always ready for business. Tork is a global brand of Essity, and a committed partner to customers in over 110 countries. To keep up with the latest Tork news and innovations, please visit www.Torkusa.com.

About Essity

Essity is a leading global hygiene and health company. We are dedicated to improving well-being through our products and services. Sales are conducted in approximately 150 countries under the leading global brands TENA and Tork, and other strong brands, such as Actimove, JOBST, Knix, Leukoplast, Libero, Libresse, Lotus, Modibodi, Nosotras, Saba, Tempo, TOM Organic, Vinda and Zewa. Essity has about 48,000 employees. Net sales in 2022 amounted to approximately SEK 156bn (EUR 15bn). The company’s headquarters is located in Stockholm, Sweden, and Essity is listed on Nasdaq Stockholm. Essity breaks barriers to well-being and contributes to a healthy, sustainable and circular society. More information at www.essity.com.

About Feeding America Eastern Wisconsin

Feeding America Eastern Wisconsin is the largest hunger relief organization in the state with locations in Milwaukee and Appleton. Founded in 1982 by the Rotary Club of Milwaukee, Feeding America Eastern Wisconsin is a local and independent member of the Feeding America network. Feeding America Eastern Wisconsin collaborates with nearly 400 hunger relief partners, including food pantries, meal programs, and shelters to provide nourishment for close to 500,000 neighbors in need across 35 counties in Eastern Wisconsin. To learn more about how we are all working together to solve hunger in Wisconsin, visit FeedingAmericaWI.org.

Mastercard

There is an economic sector in Africa worth $1 trillion a year, and yet most of the people who work in it are invisible.

“Farmers are the folks that you don’t see,” says African Development Bank Group President Akinwumi A. Adesina. “Banks don’t see them. Buyers don’t see them. Traders don’t see them. Insurance companies don’t see them.”

These smallholder farmers often live in remote areas with little connectivity, leaving them with no digital footprint and limiting their access to better prices, loans and innovative agricultural inputs like climate-resistant seeds.

But a new initiative called MADE Alliance, which stands for Mobilizing Access to the Digital Economy, aims to bring 3 million farmers in Kenya, Tanzania and Nigeria into the digital economy. It’s the first phase of an ambitious plan, launched earlier this year by the African Development Bank Group and Mastercard, to enable digital access for 100 million people and businesses across the continent in 10 years.

The farmers will be provided a digital identity and access to a network of 6,000 digital agricultural agents through Mastercard’s Community Pass infrastructure, which provides access to the digital economy though a digital credential that enables farmers to access any service on the platform.

Adesina, the African Development Bank’s Beth Dunford, who is vice president for agriculture, human and social development, Community Pass founder Tara Nathan, and other partners shared their insights at a reception last week on the sidelines of the United Nations General Assembly, where Mastercard hosted the inaugural MADE Alliance Steering Committee meeting to review progress and discuss open challenges and required support to scale MADE programming.

MADE’s deployed programs include unlocking affordable digital financial services for sunflower farmers in Tanzania, internet connectivity and digital skilling for farmer cooperatives in Kenya, clean energy asset financing for farmers in Kenya, and access to markets via Community Pass.

The Mastercard Newsroom spoke with Dunford about the challenges facing smallholder farmers, the possibilities digitalization affords and why investing in female farmers in particular is, in her words, “smart economics.”

Why did MADE Alliance Africa chose to focus on the digitization of agriculture for smallholder farmers and women as its first initiative, and why do you think the African agriculture sector holds so much potential?

Dunford: Africa is home to 65% of the planet’s remaining uncultivated, arable land, and we believe that agriculture is a critical sector to drive Africa’s development. Agriculture accounts for nearly 60% of total employment in Africa and accounts for more than 25% of GDP in its low-income countries. Across the continent, there’s no agriculture without women. They provide an estimated 60% to 80% of labor input to the sector. Growth in agriculture is terribly effective compared to many other sectors in lifting people out of poverty, providing degrees of agency to women, for feeding Africa’s people and positioning the continent as a breadbasket to the world.

Our challenge is that the majority of Africa’s food systems producers are smallholder farmers who, simply put, struggle from season to season due to lack of access to quality inputs like seeds and fertilizer, or access to affordable financing to purchase farming necessities. Africa’s smallholder farmers have a variety of needs that the MADE Alliance Africa can solve by boosting sustainable digital access to critical services. MADE Alliance aims to work with local banks to initially provide digital identities to millions of smallholder farmers and women. Digital identities are the gateway to accessing digital services and to high-quality inputs.

Take, for example, that an estimated 99% or more of agriculture transactions in Africa are cash-based — 99%! Digitalizing agriculture and the distribution of goods will bring enormous efficiencies to the marketplace, as well as reduce waste and fraud across the ecosystem.

Mastercard’s Community Pass can help establish digital identities for millions of farmers, bring more transparency to pricing and help them access agricultural inputs. What are the challenges involved in bringing this solution to market, and how can they be overcome?

Dunford: Community Pass is designed to operate in remote and rural communities — often with limited connectivity and energy access. This technology, to adapt a popular phrase, “meets farmers where they are.” However, there are challenges involved in bringing these solutions to the “last mile” and connecting smallholder farmers and women to financial institutions — challenges that we believe can be overcome or mitigated, including capacity building, infrastructure and the need for new models for governments and the private sector to work together.

To scale these technologies to more farmers in a timely manner, we need to work with farmer cooperatives, networks of member farmers who reap many benefits of doing business as a unit. The challenge is that the majority of farmer cooperatives in Africa are not as operationally efficient as they are in other regions, and the prevalence of digital literacy is relatively low. Africa needs significant investment to educate farmers on how they can benefit from digital technologies to access resources.

MADE Alliance’s digital services can connect farmers to new buyers and suppliers who are physically far away, but costs to transport goods to market remain a barrier. Critically, farmers and women need digital devices and reliable connectivity to take advantage of the digital economy.

Finally, local governments see the benefits of digitalization in agriculture, but they can benefit from access to clear models for engaging with the private sector to develop a robust digital ecosystem. Tendencies to centralize digital infrastructure related to agriculture inhibit private-sector participation and make it difficult for businesses to develop sustainable models to serve agricultural communities.

Can you talk a little more about how the MADE Alliance will benefit women?

Dunford: Roughly half of Africa’s smallholder farmers are women, with the majority of agriculture sector labor carried out by women. However, compared to their male counterparts, female farmers struggle to create a sustainable livelihood in agriculture, because they are less likely to own property titles or other assets often needed to access financial services. Women farmers have less access to information and extension services, and they lack access to inputs such as seeds and fertilizers. They are disproportionately impacted by climate risks. Collectively, these challenges result in women farmers typically producing up to 20% to 30% less output than male farmers.

The Community Pass initiative helps women make farming a sustainable livelihood by enabling access to critical service providers like banks and agricultural buyers, as well as creating transparency.

Women are the backbone of African economies, and investing in women entrepreneurs fosters women’s empowerment and agency over decisions around business, family and community. Investing in Africa’s women entrepreneurs is smart economics. Investing in Africa’s women has been a cornerstone of the Bank’s work. In fact, no Bank project or program will receive Bank financing, unless it details how it will benefit women.

Beyond Community Pass, what role can the private sector play in strengthening the food supply chain in Africa, particularly in making smallholder farmers more resilient? What can governments do? 

Dunford: MADE Alliance includes Equity Bank Group, Microsoft, Heifer Foundation and Unconnected.org and soon will add another four to five global and local partners signing on to membership. We welcome more. The MADE Alliance offers a new approach to partnership — one that is private sector-led and thus commercially sustainable by design. Our partnership is anchored in line with the Bank’s regional member countries’ national policies.

Importantly, the MADE Alliance makes the case that for the private sector, sustainability means profit. Alliance-facilitated partnerships between donors and governments are critical to provide the catalytic funding and regulatory support that de-risks private-sector entry into agriculture markets and segments where margins are razor-thin. Every MADE Alliance program is anchored by a private-sector entity, with other partners crowding into the same community, providing complementary services or funding to bring the program to life.

Originally published by Mastercard

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