Tag: 3BL

October is recognized as Campus Sustainability Month by The Association for the Advancement of Sustainability in Higher Education (AASHE), an initiative designed to engage and educate students, faculty, and staff at colleges and universities about sustainability and climate action. This annual event fosters a culture of environmental stewardship on campuses and encourages institutions to adopt practices that lower their carbon footprint. One of the significant areas of focus during this month is food waste management, specifically the innovative solutions rolling out across New England’s higher education institutions, where food waste is being recycled through anaerobic digestion.

Massachusetts Colleges and Universities Leading the Charge

In Massachusetts, several colleges and universities are working to tackle one of the greatest challenges of our time – climate change. From volunteering in their communities to help plant trees to creating community and campus gardens, this next generation of young people are looking for solutions.

Across Massachusetts, and truly across the United States, college students are looking to the future and to their peers for solutions that seem impossible to reach. Like so many of the young people that took to the streets of Manhattan in 2019 that were chanting “There is No Planet B” at the Youth March on Climate, today’s college students are looking for ways to do their part.

As college students are sitting in the cafeteria and seeing the copious amounts of food being wasted, they are asking an important question – where does all that excess food go? For many it ends up in landfills or at incinerators, yet some colleges and universities are looking for a better alternative – and for some in Massachusetts they have turned to companies like Vanguard Renewables, a leader in organics-to-renewable energy production, to help solve that challenge. The Company takes food waste and recycles it into renewable energy at multi-generational dairy farms by combining it with dairy manure in an anaerobic digester. It’s one of the tools in the climate mitigation toolbox that these students are looking at as a solution to the food waste problem on campus.

Smith College, Amherst College, and the University of Massachusetts at Amherst are three such schools that are leading the way. Each of these schools have committed to cutting food waste, recycling what can’t be eaten or donated, and raising awareness across their respective campuses about our nation’s food waste crisis. Vanguard Renewables works with each of these schools to collect and recycle the food waste, creating a virtuous cycle – from farm to campus and back to a local farm to close a circularity loop.

All are standouts in the fight to send zero food waste to landfill, with Amherst College competing in the “Campus Race to Zero Waste” and coming out towards the top. Amherst ranked seventh overall nationally in 2024 competing against more than 80 colleges and universities in the waste diversion category. This is proof that the next generation wants to do better for the planet, and Vanguard Renewables is proud to have played a small part in Amherst College’s race to zero campaign.

Understanding the Food Waste Crisis

Food waste is a critical issue that contributes substantially to global greenhouse gas emissions. In the United States alone, about 40% of the food supply is wasted, totaling nearly 133 billion pounds annually. As food decomposes in landfills, it releases methane, a potent greenhouse gas that is significantly more effective at trapping heat in the atmosphere than carbon dioxide. Therefore, addressing food waste is a crucial aspect of climate mitigation efforts. Another not so fun fact, globally, is if food waste were a nation, it would be the third highest emitter of greenhouse gases after China and the United States.

An Innovative Solution: Farm Powered Anaerobic Digestion

Anaerobic digestion is a biological process where microorganisms found in cow manure break down organic matter, such as food waste, in the absence of oxygen. This process produces biogas—composed mainly of methane and carbon dioxide—which is captured and upgraded into renewable natural gas. The remaining materials are a digestate, that can be further processed to create a high-quality biofertilizer, and the solids that remain can be used for the farm’s herd or as a soil amendment.

By diverting food waste from landfills and recycling it through anaerobic digestion, colleges and universities can significantly reduce their carbon footprint while promoting sustainability. Going even further, as colleges and universities are looking to reach ambitious climate goals for 2030 and beyond, using renewable natural gas generated from the campuses discarded food can go on to fuel its campuses. This closed-loop solution is becoming an attractive and attainable measure for many schools as they look to decarbonize operations.

Educational Initiatives and Community Engagement

During Campus Climate Month, several of these New England institutions not only focus on improving their food waste management through food waste diversion projects that use anaerobic digestion but also engage their communities in sustainability efforts. Workshops, seminars, and initiatives are organized to enhance understanding of the issues surrounding food waste, climate change, and the importance of renewable energy.

Students are encouraged to participate through volunteer opportunities in campus gardens and composting programs. Events such as “Waste Audits” are conducted to engage students directly in measuring the waste generated on campus, prompting discussions on how to lower waste through better purchasing and consumption practices. These educational initiatives are essential, as awareness and community involvement are critical to the success of sustainability efforts.

The Bigger Picture: Climate Action and Policy

The efforts made by these colleges and universities align with broader state and national climate action goals. In recent years, New England states have enacted stronger policies aimed at reducing greenhouse gas emissions, promoting renewable energy, and strengthening waste management practices. A recent study in the Journal of Science noted that of all the states who have enacted organic waste bans, Massachusetts has achieved a 13.2% reduction while the others have not been as successful. Yet, there is still work to do to make real change. Thanks to the students at Smith College, the University of Massachusetts at Amherst, and Amherst College who are helping to lead the charge in the Commonwealth and setting an example nationwide.

From the study noted above, it’s clear that states with organic waste bans are well intentioned, but without enforcement of these bans we are not doing enough to stem the changing climate. As this generation of students leave the confines of their colleges and universities, they will likely take their learnings from campus and incorporate them into their own lives. Whether that be at home, at the office, or even becoming change agents within government.

Here’s hoping that those of us that might be a few years or more removed from our college days can take a page out of these student’s textbook and do the same.

We’re prioritizing health equity for patients across the cancer care continuum. Our Gilead Oncology Grant supports 22 U.S. organizations with $3.15 million to provide resources for people affected by breast cancer. Learn more here: https://gilead.inc/3NM4Vmo

Gilead Sciences, Inc. is a research-based biopharmaceutical company that discovers, develops and commercializes innovative medicines in areas of unmet medical need. The company strives to transform and simplify care for people with life-threatening illnesses around the world. Gilead has operations in more than 35 countries worldwide, with headquarters in Foster City, California. 

Originally published by Gilead Sciences

Cascale, formerly the Sustainable Apparel Coalition, is introducing a new member engagement and governance model to ensure more inclusive decision-making, with a sharper focus on elevating supplier and manufacturer input. This shift, reflected in the organization’s structure and membership team architecture, addresses the need for more equitable representation across the supply chain and reinforces Cascale’s commitment to transparency and accountability in tool development and industry standards. By better balancing the influence of brands and suppliers, Cascale aims to foster industry-wide collaboration and build stronger, more equitable partnerships across the consumer goods industry.

As a multi-stakeholder initiative (MSI) nonprofit organization, Cascale’s mission serves the entire value chain without bias, ensuring equity and accessibility for all. With this in mind, the organization will continue to strive to balance the needs and voices of a diverse range of stakeholders – from large to small companies, manufacturers, brands, and NGOs – who work together to shape the future of the organization and achieve shared goals for the consumer goods industry.

In response to this feedback and ongoing conversations, Cascale has both restructured its membership team, shifting from a regional focus to one based on member type, and will be implementing new governance processes. These changes are designed to better serve manufacturer and brand/retailer members while affiliate members remain engaged through the stakeholder engagement team. All members can expect more tailored support and opportunities, through new structured processes to enable deeper collaboration as the transition progresses.

“With this new member engagement structure, our goal is to build a more inclusive representative and impactful system, ensuring that all voices, especially manufacturers, are heard and engaged meaningfully in all areas of our work, including the ongoing evolution of the Higg Index, and development of collective action programs,” said Andrew Martin, executive vice president at Cascale. “By focusing on equitable partnerships and streamlining processes, Cascale is strengthening its commitment to transparency, accountability, and industry convergence. These changes will allow us to better serve our members, support regulatory compliance, and drive impactful sustainability outcomes across the entire value chain.”

Cascale’s membership engagement teams, in particular, have been instrumental in advocating for this structural change. They have worked diligently to seek out and elevate feedback from members, especially manufacturers, ensuring that their needs are better reflected in decision-making processes. Their efforts have helped bring forward a more inclusive approach that will improve representation for manufacturers and elevate their role in shaping Cascale’s tools and initiatives.

Reflected in recruitment for membership team members, including the new role of Senior Manager, Membership Governance, Cascale’s evolved structure enables deeper collaboration, addressing feedback from suppliers who have called for more practical support and engagement. It strengthens Cascale’s commitment to collective action and underscores the organization’s ongoing reflection and adaptability. The new structure also aligns with recommendations from researcher Ilishio Lovejoy, now programme manager at Laudes Foundation. Cascale supported Lovejoy’s two-year study on MSIs by granting her access to internal materials and facilitating interviews with staff and stakeholders. She presented her case study at Cascale’s recent Annual Meeting in Munich; there, she also joined a panel that included board members representative of the organization’s three sectors, to discuss the theory of fair process.

“It was an absolute pleasure to present my research on collective action tensions at Cascale and explore how fair process can be a valuable mechanism to examine and reduce the structural, functional, and emotional tensions within this multi-stakeholder initiative,” Lovejoy stated, after the event. “I’d also like to thank Colin Browne and the Cascale board for inviting me to present and showing openness to have honest and difficult conversations in the pursuit of better collective action.”

Cascale remains committed to supporting the manufacturing sector, which is vital to achieving shared collective action goals. The organization recently announced positive impacts of its Manufacturer Climate Action Program (MCAP), a pivotal initiative that unites manufacturers worldwide to combat climate change and welcomes Cascale members and non-members alike. In September, Cascale also announced a collaboration with the Bangladesh Garment Manufacturers and Exporters Association (BGMEA) aimed at promoting environmentally and socially responsible practices within the apparel sector in this critical region.

Supplier input continues to be a priority as Cascale evolves its Higg Index tools—used by 40,000 companies and exclusively available on Worldly. Each year, the tools are updated to respond to the needs and priorities of its members. These updates ensure the tools deliver the most accurate data to help drive sustainable business decisions and further support compliance on current and emerging reporting obligations. In Q4 2024, updates to the Higg Materials Sustainability Index (Higg MSI) and Higg Facility Environmental Module (Higg FEM) will incorporate member and stakeholder feedback.

Updated in October, the Higg MSI, a cradle-to-gate environmental assessment tool for materials, reflects three years of industry-wide collaboration on a cotton-specific methodology and model, setting a new standard for consistency and reliability in fiber-specific data. In November, the Higg FEM update will also build on deep collaborative work; in 2023, the last major Higg FEM update incorporated input from over 140 experts, with manufacturers being the largest represented group.

Together, Cascale’s stakeholders are united to accelerate climate action and catalyze impact at scale through a unified approach to sustainability that drives meaningful change.

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.