Tag: 3BL

Originally published on U.S. Bank company blog

U.S. Bank partner Operation HOPE has deep roots in the Slauson and Crenshaw community in Los Angeles.

More than three decades ago, John Hope Bryant, Lance Triggs and concerned members of the community came together to formulate a plan for helping low- and moderate-income Americans thrive in an ever-changing economy.

Following the 1992 Los Angeles uprisings incited by the police beating of Rodney King, it became clear to these leaders the importance of not only rebuilding the city but also financially empowering all members of the under-served community.

Over the past 30 years Bryant, Triggs and the team of the non-profit that was established, Operation HOPE, have helped individuals in Los Angeles and across the U.S. gain access to the education, tools and resources they need to thrive financially.

The mission

The organization’s mission is to disrupt the cycle of poverty by improving the financial wellness of millions of low- and moderate-income families across the nation – with a focus on financial dignity and inclusion.

Through its award-winning HOPE Inside program, a partnership between Operation HOPE and financial institutions including U.S. Bank, the organization equips young people, adults and small business owners with financial tools and education to help secure a better future. All programs and services are offered at no cost, and services are not exclusive to U.S. Bank clients.

A HOPE Inside coach, specializing in assisting small businesses, is now co-located in U.S. Bank’s newly renovated Slauson and Crenshaw branch, the first-ever U.S. Bank Black Heritage Community branch, featuring design upgrades and a dedicated Community room that reflect the vibrant cultural heritage of Los Angeles’s Crenshaw District.

The branch is designed to deliver a hyperlocal, culturally relevant experience for clients and create a deeper connection with the community.

The Operation HOPE coach, Christopher Santiago, will be available to assist individuals, local entrepreneurs and small businesses in reaching their personal or professional financial goals.

The coach

Santiago has more than 18 years of hands-on experience in the financial services industry, specializing in working with clients who require comprehensive investment expertise, lending services and complex business solutions.

He said he is driven by a mission to promote financial empowerment and inclusivity, dedicating his career to making a positive difference in the lives of others through education, guidance and advocacy. Santiago is also fluent in Spanish.

“This innovative collaboration is about more than just banking; it’s about creating viable pathways to economic resilience and opportunity for all,” Santiago said. “I really love my job because I get to see firsthand how just a little advice can go a long way in helping people to transform their lives and realize their dreams.”

Santiago will spearhead the HOPE 700-Credit-Score-Communities initiative in the Crenshaw District to support participants in raising their credit scores to 700, which is a threshold for establishing good credit.

Santiago will hold monthly three-hour workshops at the U.S. Bank Slauson & Crenshaw branch’s Community room. Program participants who have completed a workshop can schedule a private coaching session to get advice and continue improving money management skills or business strategic planning.

The big picture

The HOPE Inside Crenshaw location is part of U.S. Bank’s recent program expansion into California’s Los Angeles, Oakland and Orange County communities. Overall, U.S. Bank and Operation HOPE operate 10 locations across six states to provide communities with free credit and money management education, as well as one-on-one financial coaching with trained and experienced financial coaches like Christopher Santiago.

For more information watch the video below or visit OperationHOPE.org.

Originally published on U.S. Bank company blog

U.S. Bank partner Operation HOPE has deep roots in the Slauson and Crenshaw community in Los Angeles.

More than three decades ago, John Hope Bryant, Lance Triggs and concerned members of the community came together to formulate a plan for helping low- and moderate-income Americans thrive in an ever-changing economy.

Following the 1992 Los Angeles uprisings incited by the police beating of Rodney King, it became clear to these leaders the importance of not only rebuilding the city but also financially empowering all members of the under-served community.

Over the past 30 years Bryant, Triggs and the team of the non-profit that was established, Operation HOPE, have helped individuals in Los Angeles and across the U.S. gain access to the education, tools and resources they need to thrive financially.

The mission

The organization’s mission is to disrupt the cycle of poverty by improving the financial wellness of millions of low- and moderate-income families across the nation – with a focus on financial dignity and inclusion.

Through its award-winning HOPE Inside program, a partnership between Operation HOPE and financial institutions including U.S. Bank, the organization equips young people, adults and small business owners with financial tools and education to help secure a better future. All programs and services are offered at no cost, and services are not exclusive to U.S. Bank clients.

A HOPE Inside coach, specializing in assisting small businesses, is now co-located in U.S. Bank’s newly renovated Slauson and Crenshaw branch, the first-ever U.S. Bank Black Heritage Community branch, featuring design upgrades and a dedicated Community room that reflect the vibrant cultural heritage of Los Angeles’s Crenshaw District.

The branch is designed to deliver a hyperlocal, culturally relevant experience for clients and create a deeper connection with the community.

The Operation HOPE coach, Christopher Santiago, will be available to assist individuals, local entrepreneurs and small businesses in reaching their personal or professional financial goals.

The coach

Santiago has more than 18 years of hands-on experience in the financial services industry, specializing in working with clients who require comprehensive investment expertise, lending services and complex business solutions.

He said he is driven by a mission to promote financial empowerment and inclusivity, dedicating his career to making a positive difference in the lives of others through education, guidance and advocacy. Santiago is also fluent in Spanish.

“This innovative collaboration is about more than just banking; it’s about creating viable pathways to economic resilience and opportunity for all,” Santiago said. “I really love my job because I get to see firsthand how just a little advice can go a long way in helping people to transform their lives and realize their dreams.”

Santiago will spearhead the HOPE 700-Credit-Score-Communities initiative in the Crenshaw District to support participants in raising their credit scores to 700, which is a threshold for establishing good credit.

Santiago will hold monthly three-hour workshops at the U.S. Bank Slauson & Crenshaw branch’s Community room. Program participants who have completed a workshop can schedule a private coaching session to get advice and continue improving money management skills or business strategic planning.

The big picture

The HOPE Inside Crenshaw location is part of U.S. Bank’s recent program expansion into California’s Los Angeles, Oakland and Orange County communities. Overall, U.S. Bank and Operation HOPE operate 10 locations across six states to provide communities with free credit and money management education, as well as one-on-one financial coaching with trained and experienced financial coaches like Christopher Santiago.

For more information watch the video below or visit OperationHOPE.org.

Originally published on Built From Scratch

This November, The Home Depot Foundation is launching its annual Operation Surprise campaign: a nationwide effort to make veteran housing safer, more accessible and affordable. 

With a commitment to invest $750 million in veteran causes by 2030 – building on more than $500 million already contributed – the Foundation, in partnership with Team Depot and nonprofit allies, is dedicated to ensuring that more veterans can age in place safely and comfortably. In honor of Veterans Day, the Foundation and Team Depot will complete hundreds of service projects across the country, to not only modify and improve homes but also create moments of surprise to honor those who have served. 

Since 2011, Team Depot has completed more than 1.6 million volunteer hours in service to veterans. Follow #OperationSurprise on the Foundation’s social channels to see how we’re helping ensure more veterans can enjoy a more safe and welcoming home.   

Originally published on Built From Scratch

This November, The Home Depot Foundation is launching its annual Operation Surprise campaign: a nationwide effort to make veteran housing safer, more accessible and affordable. 

With a commitment to invest $750 million in veteran causes by 2030 – building on more than $500 million already contributed – the Foundation, in partnership with Team Depot and nonprofit allies, is dedicated to ensuring that more veterans can age in place safely and comfortably. In honor of Veterans Day, the Foundation and Team Depot will complete hundreds of service projects across the country, to not only modify and improve homes but also create moments of surprise to honor those who have served. 

Since 2011, Team Depot has completed more than 1.6 million volunteer hours in service to veterans. Follow #OperationSurprise on the Foundation’s social channels to see how we’re helping ensure more veterans can enjoy a more safe and welcoming home.   

We are committed to reducing any negative impacts our business may have on the environment. Through our ongoing risk assessments, we have narrow exposure to environmental risks. When we identify a material risk, we address it. (See our Task Force on Climate-Related Financial Disclosures, or TCFD, Report for more detail on risk and how the company manages it.) Because we take our environmental commitment seriously, we set self-imposed goals for greenhouse gas emissions, energy conservation and other important initiatives. As importantly, we regularly look for additional opportunities to lessen our environmental impacts while balancing them with our business priorities.

Because we take our environmental commitment seriously, we set self-imposed goals for greenhouse gas emissions, energy conservation and other important initiatives. As importantly, we regularly look for additional opportunities to lessen our environmental impacts while balancing them with our business priorities.

SAIC’S ENVIRONMENTAL REPORTING APPROACH

At SAIC, we:

Implement ISO 14001 environmental management standards, promote initiatives to reduce our direct environmental impacts, and track and report key performance metrics. For additional details, see our ISO 14001 Standards Fact Sheet.Report our environmental performance through well-accepted Global Reporting Initiative Standards 2021, the Task Force on Climate-Related Financial Disclosures and the CDP global disclosure system.Employ the Greenhouse Gas Protocol Corporate Accounting and Reporting Standard methodology to determine our GHG emissions inventory.Obtain independent assurance for our GHG emissions inventory. For calendar year 2023, this is a Type 2 moderate assurance in adherence to the AA1000 AccountAbility Principles (AA1000AS v3) of inclusivity, materiality, responsiveness and impact.

Learn more about Environmental Roadmap and Progress in SAIC’s 2024 Corporate Responsibility Report.

We are committed to reducing any negative impacts our business may have on the environment. Through our ongoing risk assessments, we have narrow exposure to environmental risks. When we identify a material risk, we address it. (See our Task Force on Climate-Related Financial Disclosures, or TCFD, Report for more detail on risk and how the company manages it.) Because we take our environmental commitment seriously, we set self-imposed goals for greenhouse gas emissions, energy conservation and other important initiatives. As importantly, we regularly look for additional opportunities to lessen our environmental impacts while balancing them with our business priorities.

Because we take our environmental commitment seriously, we set self-imposed goals for greenhouse gas emissions, energy conservation and other important initiatives. As importantly, we regularly look for additional opportunities to lessen our environmental impacts while balancing them with our business priorities.

SAIC’S ENVIRONMENTAL REPORTING APPROACH

At SAIC, we:

Implement ISO 14001 environmental management standards, promote initiatives to reduce our direct environmental impacts, and track and report key performance metrics. For additional details, see our ISO 14001 Standards Fact Sheet.Report our environmental performance through well-accepted Global Reporting Initiative Standards 2021, the Task Force on Climate-Related Financial Disclosures and the CDP global disclosure system.Employ the Greenhouse Gas Protocol Corporate Accounting and Reporting Standard methodology to determine our GHG emissions inventory.Obtain independent assurance for our GHG emissions inventory. For calendar year 2023, this is a Type 2 moderate assurance in adherence to the AA1000 AccountAbility Principles (AA1000AS v3) of inclusivity, materiality, responsiveness and impact.

Learn more about Environmental Roadmap and Progress in SAIC’s 2024 Corporate Responsibility Report.

Sustainably managed forests combat climate change through carbon removal, storage and cycling. Trees absorb atmospheric carbon dioxide through photosynthesis and store it in the branches, trunk, needles, and roots. Using wood products for building stores tree carbon and using biomass for energy retains carbon within a natural loop.

Active forest management enhances carbon removal from the atmosphere compared to unmanaged forests. As forests mature the rate of carbon sequestration slows, and natural tree mortality increases. Working forests are managed to maintain optimum tree density and spacing resulting in a vigorously growing forest that minimizes the risk of catastrophic losses. Unmanaged forests increase the chance of carbon losses from disturbances such as fire, insects, disease infestations, or decay.

Timber harvest initiates the forest products manufacturing process and long-term storage of forest carbon in wood products. In addition, reforestation after harvest restarts the process of sequestration and storage in the next tree growing cycle. At the time of harvest, 68% of the carbon in a typical sawtimber tree is transported to the mill and 32% remains on site and enters the cycling process. The remaining material cannot be used in the production of forest products. This is a biogeochemical cycle where elements including carbon move through the soil, living organisms, air, and water.

The decomposition of treetops and roots and movement of tree carbon into the mineral cycle where it moves into the soil and atmosphere is a slow process. Twenty years after harvest in Idaho, approximately 35% of the carbon in tree parts that remained in the forest at the time of harvest is still held in tree biomass. Twenty years after harvest in the U.S. South, approximately 20% of the carbon is held in tree biomass.

Wood products manufacturing converts the logs into long-lived wood products, storing about 55% of the carbon in the wood and acting like a “carbon vault.” The residuals or byproducts produced during the lumber and wood panel manufacturing process are utilized to manufacture additional forest products or to produce biogenic energy.

Newly planted trees grow and capture additional carbon. Once they grow to the end of a rotation, harvest occurs and conversion of the harvested logs to wood products begins the long-term carbon storage. Replanting re-starts the sequestration process. When multiple rotations (cycles of tree planting, growth and harvest) overlap carbon storage in wood products, the result is cumulative carbon storage that increases over time.

Forest management concentrates on the growth of harvestable crop trees for use in solid wood products, which maximizes the amount of forest carbon that is captured and stored in long-lived wood products. Harvesting mature trees and replanting increases the rate of carbon uptake, as well as generating wood for lumber and other wood products. Overall, forests, harvested wood products, and urban trees in the U.S. offset more than 11% of total GHG emissions annually.

The greenhouse gas emissions from the boilers burning wood residuals produce biogenic emissions. Even though the wood residuals emit CO2 when burned, the carbon emitted is part of the biogenic cycle rather than an increase in total carbon in the atmosphere from burning fossil fuels. Using residuals for energy sourced from sustainably managed forests reduces wood waste and has the additional benefit of avoiding carbon emissions from fossil fuels.

Sustainably managed forests combat climate change through carbon removal, storage and cycling. Trees absorb atmospheric carbon dioxide through photosynthesis and store it in the branches, trunk, needles, and roots. Using wood products for building stores tree carbon and using biomass for energy retains carbon within a natural loop.

Active forest management enhances carbon removal from the atmosphere compared to unmanaged forests. As forests mature the rate of carbon sequestration slows, and natural tree mortality increases. Working forests are managed to maintain optimum tree density and spacing resulting in a vigorously growing forest that minimizes the risk of catastrophic losses. Unmanaged forests increase the chance of carbon losses from disturbances such as fire, insects, disease infestations, or decay.

Timber harvest initiates the forest products manufacturing process and long-term storage of forest carbon in wood products. In addition, reforestation after harvest restarts the process of sequestration and storage in the next tree growing cycle. At the time of harvest, 68% of the carbon in a typical sawtimber tree is transported to the mill and 32% remains on site and enters the cycling process. The remaining material cannot be used in the production of forest products. This is a biogeochemical cycle where elements including carbon move through the soil, living organisms, air, and water.

The decomposition of treetops and roots and movement of tree carbon into the mineral cycle where it moves into the soil and atmosphere is a slow process. Twenty years after harvest in Idaho, approximately 35% of the carbon in tree parts that remained in the forest at the time of harvest is still held in tree biomass. Twenty years after harvest in the U.S. South, approximately 20% of the carbon is held in tree biomass.

Wood products manufacturing converts the logs into long-lived wood products, storing about 55% of the carbon in the wood and acting like a “carbon vault.” The residuals or byproducts produced during the lumber and wood panel manufacturing process are utilized to manufacture additional forest products or to produce biogenic energy.

Newly planted trees grow and capture additional carbon. Once they grow to the end of a rotation, harvest occurs and conversion of the harvested logs to wood products begins the long-term carbon storage. Replanting re-starts the sequestration process. When multiple rotations (cycles of tree planting, growth and harvest) overlap carbon storage in wood products, the result is cumulative carbon storage that increases over time.

Forest management concentrates on the growth of harvestable crop trees for use in solid wood products, which maximizes the amount of forest carbon that is captured and stored in long-lived wood products. Harvesting mature trees and replanting increases the rate of carbon uptake, as well as generating wood for lumber and other wood products. Overall, forests, harvested wood products, and urban trees in the U.S. offset more than 11% of total GHG emissions annually.

The greenhouse gas emissions from the boilers burning wood residuals produce biogenic emissions. Even though the wood residuals emit CO2 when burned, the carbon emitted is part of the biogenic cycle rather than an increase in total carbon in the atmosphere from burning fossil fuels. Using residuals for energy sourced from sustainably managed forests reduces wood waste and has the additional benefit of avoiding carbon emissions from fossil fuels.

In this episode of ESG Talk, Caitlin Leibert, vice president of sustainability at Whole Foods Market, joins host Alyssa Zucker to explore how technology, supply chain engagement, and industry partnerships are driving sustainability strategies. The duo discuss key takeaways from Whole Foods’ 2023 Impact Report, highlighting the company’s commitment to responsible stewardship, sustainable sourcing, and transparency.

Listen Now

Looking for more? Subscribe to the ESG Talk podcast on Apple, Spotify, and YouTube.

ESG Talk is brought to you by Workiva, the world’s only unified platform for financial reporting, ESG, audit, and risk. Learn more at workiva.com.

In this episode of ESG Talk, Caitlin Leibert, vice president of sustainability at Whole Foods Market, joins host Alyssa Zucker to explore how technology, supply chain engagement, and industry partnerships are driving sustainability strategies. The duo discuss key takeaways from Whole Foods’ 2023 Impact Report, highlighting the company’s commitment to responsible stewardship, sustainable sourcing, and transparency.

Listen Now

Looking for more? Subscribe to the ESG Talk podcast on Apple, Spotify, and YouTube.

ESG Talk is brought to you by Workiva, the world’s only unified platform for financial reporting, ESG, audit, and risk. Learn more at workiva.com.