This is an extraordinarily difficult time in the United States as we grapple with tragedy and unrest in our communities. There is absolutely no place for racism or unequal treatment anywhere, and we must unequivocally speak out and reject it when we see it. That’s why we are writing to you today.
The recent killings of George Floyd, Ahmaud Arbery, Breonna Taylor and many others are devastating. The unrest across the nation and the grieving in our local communities are a reminder that we all must keep doing more to create meaningful change and healing.
At FedEx, our workforce is as diverse as the world we serve, and we believe that everyone deserves respect. Embracing diversity is not just the right thing to do; we also have proven that it fosters innovation and makes us a more competitive company. It’s also about fostering acceptance, promoting anti-biases, and encouraging a more inclusive society. These values are core to who we are and how we operate.
As a company and as individuals, we must understand the power of our words and thinking. We should demonstrate empathy and kindness in all our actions and be willing to address these topics in and outside of the workplace. The conversation about treating people with respect, dignity, and acceptance is one that is necessary and one we must keep going. And now, more than ever, it is a priority.
We are proud of our long-standing history of supporting and fostering relationships with organizations that are working to make our society more equitable and just. We will continue working with the leaders of those organizations to see what more we can do together.
You have our commitment that at FedEx, we won’t rest in our pursuit of a world where everyone is treated equally and given the respect they deserve.
Frederick W. Smith
Chairman & CEO
President & COO
Every ten years, the Federal Government tackles a monumental challenge: the U.S. Census. Dating back to 1790, the Census’ goal is to count the entire population to help determine how billions of dollars in federal funding will flow into states and communities. This includes, but is not limited to, the forecasting and planning for schools, hospitals, roads, emergency services.
Ten years ago, while a digital campaign that leaned into advertising kicked off, the majority of responses were still collected by mail. To make up for the 26% of the population who did not respond, 634,000 census takers then walked door to door to count households that failed to respond, a massive operation that took excess manpower and money.
In trying to reduce barriers to participation, the U.S. Census has spent the past decade modernizing its operation. Then, the COVID-19 pandemic hit the U.S. and like many organizations, the Census Bureau had to adapt.
The first digital decennial
The strategy for 2020 was always focused on digital adoption and making it easy for people to self-respond with the first online census. Not only would this give people the ability to complete the questionnaire anywhere and anytime. It would also save the government significant time and labor. In its first year, more than half of U.S. households have already responded online. The Census Bureau could save at least $55 million for each 1% increase in digital census responses, compared with paper-based survey responses and door-to door recording.
COVID-19 turned the Census’ digital strategy into a necessity, with millions across the country ordered to shelter in place, and door-to-door counts put on hold.
Stephen Buckner, the Assistant Director of Communications at the Census Bureau, believes that the current COVID-19 pandemic has shined light on the important role digital technology plays in our everyday personal and work-related lives.
“No one anticipated a scenario quite like COVID-19, but we purposely planned the 2020 Census to be flexible and resilient,” Buckner said. “But having the ability to get people to respond online has really helped insulate us more than we could have possibly hoped.”
The Bureau has a goal of getting 180 million people (55% of the population) to respond online this year—and early results are already outperforming expectations. Overall, more than 56% of U.S. households have responded.
Greater intelligence with Adobe
While seemingly every brand relies on data to inform decision-making, the Census Bureau takes on the latest data-gathering exercise each decade. Separate from a portal to filling out the census, census.gov is also leveraged by other government bodies, businesses, schools, policy makers and many others to obtain important data.
In partnership with Adobe, the Census Bureau has accelerated its modern, data-driven, and customer service-focused goals, by receiving stronger analysis about who is coming to their website, which areas of the site are most trafficked, and delivering personalized content in real-time.
The Bureau started with a research-based approach, implementing Adobe Analytics to define who its web visitors were, where they were coming from, and using that as a roadmap to redesign and transform census.gov into an innovative website that allows people to find information much more easily. The Bureau also selected Adobe Experience Manager as a Managed Service to serve as the backbone for publishing its high volume of content and information quickly to census.gov. The outreach campaign is available in 13 different languages, and the website offers personalized content and landing pages in 59 languages. The site is also mobile optimized; today more than 35% of the Census Bureau’s traffic comes from mobile.
Using Adobe Target, to personalize experiences and increase online participation in its decennial count through AB testing, has given the Bureau a better understanding of these various personas and the type of information they are looking for.
We use the real-time clickthroughs and other metrics to help us find out whether or not an ad or other product is reaching the right audience,” Buckner says. “And then does it actually convert into a survey response? The ability to monitor that in real-time has been a real game-changer.
You’ve likely heard the phrase “necessity is the mother of invention.”
At Johnson & Johnson, we take that message to heart—especially when it comes to supporting nurses, whom we believe are some of healthcare’s greatest innovators.
It's why Johnson & Johnson launched the Nurses Innovate QuickFire Challenge series in 2018, with the sole purpose of helping bring nurses’ bright ideas for how to improve healthcare to life through mentorship and funding.
The latest one, the Nurses Innovate QuickFire Challenge in Maternal and Newborn Health—held in partnership with the Association of Women's Health, Obstetric and Neonatal Nurses—was focused on finding innovative solutions for improving neonatal care, obstetrics and women’s health.
“With 2020 designated by the World Health Organization as International Year of the Nurse and Midwife, we were very excited to launch the Johnson & Johnson Nurses Innovate QuickFire Challenge in Maternal and Newborn Health," says Lynda Benton, Senior Director, Global Corporate Equity at Johnson & Johnson. "We knew that nurses and midwives were innovating in this space every day, that it was an area with many needs, and hoped that this challenge would help to inspire more nurses and midwives to bring their great ideas forward. We continue to be blown away by the quality and depth of the submissions for each challenge we have launched, and our two awardees for this challenge are equally impressive.”
In time for Mother's Day and National Nurses Week, we sat down with both of the winners—each of whom will receive $50,000 in grant funding and mentorship from experts at the Johnson & Johnson family of companies—to learn about their work, the impact they're already having on the health of moms and babies, and their plans for making that impact even bigger.
“I Want All Pregnant Women and New Moms to Feel Prepared—and Supported”
You’d think Sigi Marmorstein, who was working as a Neonatal Intensive Care Unit (NICU) nurse when she was pregnant with her first child, would have felt ready for labor, delivery and becoming a mother.
Yet when her son was born with facial paralysis, and she experienced hemorrhaging afterward, she felt lost.
“I’m a nurse! I know things about babies,” Marmorstein says. “But I didn’t feel like I knew what was happening with me, or that my healthcare providers were really supporting my pregnancy and post-partum journey.”
So in 2014, when Marmorstein became the director of a telehealth services company, she knew exactly what she wanted to do to help other women feeling the same way.
“I wanted to figure out a way to keep an eye and ear on mom and baby throughout her pregnancy and those potentially tough post-partum days,” she says. “I wanted us to be able to go home with them, in a way.”
Enter BabyLiveAdvice, a digital platform designed to support, educate and empower mothers and parents so they feel confident and knowledgeable about pregnancy, delivery, breastfeeding, infant care and more. It features both video and chat components so moms can easily get help online from a healthcare provider, midwife, nurse, mental health practitioner and even a peer if something concerning is going on.
Since the start of the Covid-19 pandemic, BabyLiveAdvice has seen a surge in users.
“Like everyone, new moms are at home more now, and unfortunately that’s increasing everything from anxiety to depression,” Marmorstein says. “Our ability to connect with new moms who may be struggling in a number of ways is so helpful right now.”
Marmorstein’s ultimate goal is to reach 1 million moms around the world, and she’s hopeful that being an awardee in the Nurses Innovate QuickFire Challenge in Maternal and Newborn Health will help her do just that.
“One of our big goals is to keep the membership cost down so everyone can access BabyLiveAdvice,” she says. “We’d also love to provide even more educational services for free, so more women feel more prepared to become mothers.”
“We Created the World’s First Low-Cost, All-in-One Neonatal Intensive Care Incubator”
Wisam Breegi was working in clinical research in Baghdad, Iraq, when his son was born a couple of weeks early during the height of the Gulf War. Breegi rushed his wife to the hospital, but due to frequent bombings, the electricity was out—which meant the incubator his newborn needed wasn’t working.
“Our infant son was so cold he was blue,” Breegi says. “We had to leave the hospital well before we should have so we could sit in the car with him, because at least we could get heat there.”
Years later, that experience inspired Breegi to create a battery- and solar-powered neonatal intensive care incubator (NICI). Imagine a little tent that combines heat and humidity control, photo therapy (to help treat jaundice) and even WiFi and artificial intelligence to help care optimally for a baby.
It’s every bit as high-tech as the incubators you'll find in a hospital’s neonatal intensive care unit—with one difference. The NICI is disposable—meaning it's sterile—and affordable, costing about $2,000, compared to $100,000 for the average hospital incubator. Plus, it can be used at home as well as in the hospital.
But before Breegi could move forward with his invention, he knew he’d also need input from a nurse.
“Nurses are the most essential piece in the development of a good, practical medical device,” he says. “They understand what works best for patients, and what they need when using the equipment so they can best help those patients.”
So Breegi tapped Nicole Lincoln, senior manager of nursing innovation at Boston Medical Center, to help analyze his initial designs. The 25-year nursing veteran gave a lot of feedback, suggested tweaks and, as new design iterations and prototypes became available, grew more and more excited about what a medical device like this could mean for new moms and their babies. For example, she says, parents might use the NICI at home to treat something like jaundice, where in most cases a baby is stable but needs a certain number of hours of photo therapy a day.
And according to Breegi, Lincoln and her team have been quick to respond to the current pandemic by adapting their NICI technology to potentially help babies born to mothers who test positive for Covid-19.
“We see an average of two to three women give birth each week who test positive for the novel coronavirus,” Lincoln says. “The NICI could keep those babies safely contained, helping free up a hospital bed so that mom and baby can go home but remain isolated. It could also reduce the risk of hospital staff contracting the virus because it doesn’t need to be cleaned—it can be thrown out.”
While the NICI isn’t on the market yet, Breegi and Lincoln hope the grant they’ve just been awarded from Johnson & Johnson will make a big difference in helping make that happen.
“I want to help other parents avoid the situation my wife and I found ourselves in,” Breegi says. “We could’ve lost our baby because of a lack of equipment. No parent should have to face that.”
Johnson & Johnson is awarding up to $200,000 in grant funding, plus mentoring from company experts, to big thinkers with potential solutions for improving pregnancy, birth and postpartum care in the United States.
Impact investment is the fastest growing sector of the financial industry. In a 2019 deal that signalled the scale and potential of the sector’s future, the British asset manager, Schroders (with over $400 billion of assets under management) acquired a majority stake in BlueOrchard. Schroders’ CEO, Peter Harrison, commented that impact investment is a “mega-trend”.
The time will come when impact investing is the norm. Considering this is the future, many people are seeking out roles in the sector. Continuing our series of articles about impact investment, we offer a few tips for getting a job in collaboration with Ian Povey-Hall, Consultant at Acre, who specialises in recruiting professionals in impact investment, ESG, and sustainability. Ian’s tips are as follows:
Know your specialist skills - although it’s tempting to see job hunting through your own eyes, it’s important that you consider what employers may be looking for in candidates. As a result, consider what specialist skills you have and how these may be useful for your next employer.
What can you offer to your next firm that they don’t already have? In the impact investment space, we are seeing the worlds of traditional investment converge with broader industry sectors, such as sustainability, climate science, and policy. Asset owners and asset managers will be looking for candidates that can bring unique skills to an organisation to give them the competitive edge in the marketplace. This could be educational qualifications or experience in impact or mission-driven businesses.
Knowledge of the investment market - if you are looking to get into the impact investment space and have not previously worked in the financial services sector, a vital point to consider is to gain a thorough understanding of the investment market and how it works. Whilst you may be interviewing for a role that is not investment-based or client-facing, your potential employer will still want you to understand the nuances of the industry.
Clarity of desired workplace - knowing what type of job you want is, of course, very important. What is also imperative, however, is where you want that job. As with any industry, impact investment has a diverse array of workplaces and they vary significantly by size, scope, and intention.
There are the large, multi-national established investment houses that are busily building their impact practices running alongside the smaller, boutique firms that focus on impact investment and that alone. By having clarity over what environment best suits your skillset and experience will enable you to make the correct long-term decision.
Purpose and values alignment - the last tip is straightforward: find a company that matches what you stand for and what you believe in. By truly understanding your purpose in life and what values remain important to you will guide you in your job search. Organisations that align to your way of thinking are likely to have working environments, fellow colleagues, and management teams that will be complimentary to your view of the world. Seek them out as this workplace harmony will pay dividends in the short, medium, and long term.
There you have it: four quick tips for seeking a role in the impact investment sector. If you want to learn more about impact investing, then the following sources are a good place to start to grow your knowledge and exposure: The Impact Investing Institute (https://www.impactinvest.org.uk), and the Global Impact Investing Network (https://thegiin.org) both offer abundant resources.
If you want to find out what type of roles are available in the sector and how to apply, please speak to Ian Povey-Hall and his impact investment team by clicking here.
This blog was originally written by Ethical Compass, an independent engagement agency working exclusively with corporate pension schemes, with advice from Head of Impact Investment at Acre, Ian Povey-Hall.
Cornerstone Capital Group (“Cornerstone”) today announced the appointment of Rostam Zafari to its Board of Directors. Zafari is a humanitarian who is passionate about providing access to affordable healthcare, economic opportunity, quality education, and healthy food for underserved communities through impact investing and philanthropy.
“We are delighted to have Rostam join our Board of Directors. As a well-known thought leader and proven expert in designing impactful solutions in the fields of healthcare and education, Rostam’s input will be invaluable to our board,” said Erika Karp, Founder and CEO of Cornerstone.
Zafari has received substantial recognition for his humanitarian efforts. He founded Rapid Ebola Detection Strips (REDS), which identified Ebola Virus Disease (EVD) in record time and reduced the cost of testing from $50,000 to less than $50. His work with REDS earned him a 2015 Cyrus Prize and an invitation to the White House by Michelle Obama. Rostam also helped build and serves as a board member of The New School, a high school based on the principles of community-engaged learning and social entrepreneurship.
“I am honored to serve as a board member at such a purpose-driven firm,” added Zafari. “Cornerstone’s commitment to achieving the United Nations Sustainable Development Goals by providing access to healthcare and quality education through investments resonates with me. Erika taught me that every investment is an impact investment because the way we move money has a tangible impact on the world- whether we choose to see it or not. I look forward to working with Erika and her team as they usher in the next generation of investing to build a more prosperous, equitable, and beautiful world.”
Zafari currently serves as the Managing Partner at World Within Labs, a venture firm dedicated to building impactful companies that assist underserved communities. Prior to joining World Within Labs, Rostam was the Chief Investment Officer for Sage Hill Capital Partners, where he managed more than fifty investments in companies with purpose-driven founders and with fund managers across the US, Europe, India, and Africa.
About Cornerstone Capital Group
Cornerstone Capital Group seeks to align our clients’ investments with the issues that matter most to them, without sacrificing financial performance. The firm works with families and individuals, foundations and endowments, multifamily offices and other registered investment advisors to develop and manage customized investment strategies to achieve bespoke financial and impact objectives. Cornerstone also offers a long-only global equity mutual fund, the Cornerstone Capital Access Impact Fund (CCIIX), designed to provide liquid access to global impact.
Cornerstone Capital Group
M Group Strategic Communications
Canada has witnessed some exciting gender equality wins over the last few years, both symbolic and concrete. Senate passed a bill to make the national anthem gender neutral1. The government rolled out an expanded parental leave policy, helping to alleviate the burden on new mothers2. The City of Montréal hosted the first-ever meeting of female foreign ministers3.
But as the COVID-19 virus makes its mark worldwide, it threatens to undo the progress made in Canada and abroad. And as we face a recession predicted to shrink Canada’s GDP by 6.2%, women will bear the brunt of the downturn since they make up the bulk of the sectors most affected – restaurants, travel and hospitality4. On top of being at higher risk for losing their jobs, they’re also most likely to be working alongside the virus each day, as women make up 75% of health practitioners5.
Pandemic aside, here in Canada’s financial services industry, we’ve had work to do all along. Within our six largest banks, women make up 58% of the total workforce, but only 38% of senior management positions6.
While one industry may not determine the policy direction the government takes to promote gender equality, Canadian banking and financial services leaders do have the power to promote change in our own organizations and the industry at large, even in the midst of the COVID-19 pandemic. So where to begin?
Attaining a truly inclusive environment and culture of equality requires an “all hands on deck” approach and mindset from employees at all levels of an organization. While everyone has a responsibility to uphold gender equality efforts, senior leadership holds particular responsibility to make change in an organization. If those at the top of the pyramid are not on board and willing to implement programs, set targets or engage other leaders, those below will lack motivation and hope for change.
To see real, measurable change in their organizations, those leaders must take action on several key initiatives. As we push through the COVID-19 pandemic, we are offered a rare opportunity to put these measures to work.
Pay – Negating the gender pay gap is perhaps the most obvious step to promoting gender equality, and no one can deny its importance. In Canada, women earn $0.87 for every dollar that men earn, or $4.13 less than men per hour7, showing that we still have work to do. And with an impending global recession thanks to the pandemic, women are predicted to be hit harder than men since they make up a greater percentage of the workforce in service-related jobs such as those in the hospitality sector8. As a result, we may see slower progress over the next few years in creating equal pay. Within the financial services industry and as a sector that will be spared the worst of this economic downturn, we have a duty to focus on taking down the pay gap wherever possible.
Hiring and Promotions – Diverse organizations – especially those with a diverse leadership suite – outperform homogenous ones. In times of crisis, as we find ourselves now, when a leadership suite brings greater perspectives due to a variety of identities, organizations are stronger for it. To set your organization on the right track to building a strong pool of female employees and employees of colour ripe for leadership positions, consider implementing a mentorship program. While female leaders can serve as helpful mentors to other women looking to climb the ranks, pairing male leaders with female associates is just as important so that leadership across the board may be able to look beyond their own unconscious biases to see the organization’s leader talent pool for what it is.
Parental Leave and Childcare – Over the decades, women may have been set back in the workplace due to outright discrimination in some cases, but societal parenting roles play a huge part in gender imbalance. Sixty percent of women say it’s a challenge to balance work and family compared to 52% of men – indicating that women lose time focusing on their work because societal parental roles obligate them to shoulder more of the childrearing9. Favourable parental leave for both men and women, with comparable lengths of time and benefits, is an important step in overcoming this barrier. Providing employees with affordable childcare options, such as an on-site daycare centre or a pre-tax childcare spending account, also helps alleviate the burden on both mothers and fathers in your organization and lets them focus on their careers.
Work Flexibility – As women still carry the larger burden of childcare, flexible work arrangements, such as the ability to work from home or to work flexible hours, are particularly important for retaining and promoting female employees. According to a study from the University of British Columbia, “When companies allow work to be organized in a flexible way, they're less worried about hiring mothers… Not only does flexibility make it easier for mothers to do well in their jobs, but it also alleviates concern from the employer that they'll be able to10.” The broader importance of flexibility, not just for parents, but for all employees, is clearly important for working through times of crisis, such as now. Employers who already enabled flexible arrangements experienced less disruption transitioning to the new normal of quarantining. The setup especially supports parents suddenly burdened with full-time childcare on top of their jobs. Organizations that have robust flexible work programs should realize the benefits during this pandemic crisis, where working from home has been a critical component to quickly mobilize a response for business activities.
Diversity Training – To make sure all employees in the organization receive the message of how gender equality is treated within the organization, the importance of diversity should be part of the employee training process for all employees. Just as you require employees to participate in quarterly or annual cybersecurity training, diversity training should recur in their required training queue to keep the issue fresh on employees’ minds.
D&I – More than just giving women a seat at the leadership table within the financial services and banking space, we need to create a welcoming, diverse environment. Establishing a diversity and inclusion (D&I) committee and other similar interest group committees reinforces the idea of inclusivity for not only women, but also people of colour, LGBTQ professionals and other underrepresented groups, and provides important spaces and resources for these professionals. Seventy percent of Canadian organizations say they focus on improving D&I, versus 81% of organizations globally11.
Tracking Metrics – Quantitative tracking of furthered gender equality means so much more than anecdotal evidence of progress. Every organization’s HR team should track demographics to help the company understand its D&I progress. Sixty-five percent of Canadian organizations do so already, compared to 64% of organizations globally12. Ideally this number will be 100% in the near future. This should go beyond just tracking the number of women within the organization in leadership roles. It should also look at aspects like tenure, pay, and sense of belonging via employee engagement surveys. Diving deeper into such numbers can provide helpful direction into where problems may lie.
Seeing progress firsthand
As the leader of the Canadian division of Northern Trust with more than 25 years’ experience in the industry, I’ve witnessed the gender balance come a long way. Do I still occasionally find myself as one of few women in the room, and sometimes the only woman in the room? At times, yes.
However, while we all still have work to do, especially amid the COVID-19 pandemic, I’m very proud of the strides I’ve witnessed at Northern Trust over the course of my career. With a robust D&I program, an impressive gender ratio of leaders, and built-in training surrounding diversity and gender equality, we’ve been recognized by programs like the Bloomberg Gender Equality Index for our progress. At the same time, we, like so many others in our industry, recognize we can’t claim victory yet in our efforts to reach true gender equality.
I am confident that we and our industry peers will continue to rise to the occasion of promoting gender equality and in particular, leveraging lessons from this current crisis. The COVID-19 pandemic should serve as a catalyst for change. It has revealed the world’s economic inequity with stark contrasts. We must show we care by being committed to fair pay, transparent compensation principles, and diverse and inclusive workplaces.
1 CNN, Canada moves to make its national anthem gender-neutral, June 15 2018
2 HuffPost, Canadian Dads Can Take 5 Weeks Of Shared Parental Leave. Here's Why They Should, March 25 2019
3 Foreign Policy, One Small Step for Feminist Foreign Policy, September 20 2018
4 The New York Times, Why This Economic Crisis Differs From the Last One for Women, March 31 2020
5 World Health Organization, Spotlight on Statistics, February 2008
6 Canadian Bankers Association, Representation of Women at Banks in Canada, January 14 2020
7 Statistics Canada, The gender wage gap in Canada: 1998 to 2018, October 7 2019
9 Pew Research Center, For many working dads, balancing work and family is a challenge, June 12 2019
10 ScienceDaily, Flexible work arrangements reduce wage gap for mothers, May 10 2018
11 Mercer, Let’s Get Real About Equality, 2020
The following message was sent by VF’s CEO, Steve Rendle, to all VF employees globally on May 30.
To All VF Associates Worldwide –
This week the world witnessed the tragic death of George Floyd, an African American man whose life was needlessly taken by a Minneapolis police officer who pinned him to the ground and held a knee on his neck.
The stomach-churning images and videos of this horrible incident have dominated the news and social media feeds in the U.S. and beyond in recent days. And now these images include the immediate aftermath of this situation: protestors clashing with police, buildings on fire, people hurting – and pundits on television talking about how this can never happen again.
This should never have happened, period, much less again. But, if we’re honest, we know it likely will. We know this story all too well because it’s repeated with frustrating regularity, not only in the U.S. but all over the world. It’s heartbreaking. And it’s unacceptable.
As I’ve thought about this situation, I can’t help but draw comparisons between it and the global pandemic we’re currently facing. Why? Because both have been caused by a virus. The virus behind our global shutdown has a formal name: COVID-19. The virus that caused the death of George Floyd and many other people of color also has a formal name. It’s called racism. Unfortunately, our world only seems interested in finding a cure for one of these diseases.
Let’s be clear, racism isn’t an American issue alone. Yes, it’s inextricably linked to U.S. history, but racism doesn’t adhere to borders. It lives just below the surface in our global society and is triggered by certain events. For example, hatred is now being directed toward the Asian community in response to the coronavirus outbreak and its regional origin. The intersection of these two viruses is extremely ironic.
Racism is not welcome at VF Corporation. It never has been and never will be. And while we as a company can’t create a vaccine to eradicate racism from our planet, we can do our part to lead with purpose, inspire others with our actions, break down racial and ethnic barriers and be part of the solution. Unlike the coronavirus, we aren’t going to stay in our homes or hide from the racism virus. We’re going to continue to fight it, but do so through constructive and collaborative efforts, not destructive and violent protests.
Starting today and over the coming weeks, you will see VF and our brands speak out against racism and engage both our associates and external audiences in positive, productive dialogue. And because many of us are hurting and feeling an extra level of anxiety these days, we will be taking concrete steps to support you during this time. To this end, our Inclusion & Diversity team will create virtual venues for us to gather, discuss and express our emotions, which are understandably high right now. We will activate our Employee Resource Groups in ways that elevate this topic to a higher degree internally, and we will leverage our Executive Inclusion & Diversity Council so we can understand what other actions we should be taking to support our people.
VF and our brands have been championing equity, equality and belonging for a long time, whether that’s through specific support for initiatives and organizations from our individual brands or supporting dozens of minority-led and focused organizations through the VF Foundation and other forms of corporate support. This isn’t new territory for us. But the senseless death of George Floyd seems different. It seems like a turning point in this long battle against the racism virus. And while I’m not confident we will discover a cure in the near term, we need to start with acknowledging that racism is also a pandemic – and one that has been an immensely debilitating factor in our society and abhorrent to our professed values of inclusion and equality.
We at VF will continue to do what’s right and lead by example through not just words, but actions. As always, we remain absolutely committed to ensuring that our company is one where everyone feels welcome, supported and inspired to be exactly who they are.
That is who we are at VF, and each of us plays a critical role in helping our global society build a more enduring remedy for racism and hatred.
Chairman, President & CEO
UPS (NYSE:UPS) today announced the company will commemorate World Environment Day on June 5 by matching the carbon offsets of all packages shipped via its carbon neutral program during the month of June. UPS carbon neutral counterbalances the estimated carbon impact of each shipment by purchasing certified carbon offsets.
UPS will automatically match all offsets during the month of June. To start shipping more sustainably today, please click here. For more information on UPS’s ongoing sustainability initiatives, visit www.ups.com/sustainability, and stay tuned for the company’s upcoming 18th annual Sustainability Report when it is released on June 30, 2020.
UPS (NYSE: UPS) is a global leader in logistics, offering a broad range of solutions including transporting packages and freight; facilitating international trade, and deploying advanced technology to more efficiently manage the world of business. UPS is committed to operating more sustainably – for customers, the environment and the communities we serve around the world. Headquartered in Atlanta, UPS serves more than 220 countries and territories worldwide. UPS was awarded America’s Best Customer Service company for Shipping and Delivery services by Newsweek magazine; Forbes Most Valuable Brand in Transportation; and top rankings on the JUST 100 list for social responsibility, the Dow Jones Sustainability World Index, and the Harris Poll Reputation Quotient, among other prestigious rankings and awards. The company can be found on the web at ups.com or pressroom.ups.com and its corporate blog can be found at ups.com/longitudes. The company’s sustainability eNewsletter, UPS Horizons, can be found at ups.com/sustainabilitynewsletter. Learn more about our sustainability efforts at ups.com/sustainability. To get UPS news direct, follow @UPS_News on Twitter. To ship with UPS, visit ups.com/ship.
The 2018 – 2020 Schneider Sustainability Impact (SSI) is a collection of our sustainability goals, grouped under five megatrends. We use the SSI to share and measure our progress toward our own sustainability objectives, which are closely tied to the United Nations (U.N.) Sustainable Development Goals (SDGs).
"More than ever, in 2019, the SSI demonstrates that rapid, disruptive changes for a more sustainable world are possible across diverse and complex topics. I am amazed by the commitment of our teams and partners worldwide to contribute to our common goals, and confident we are on the right path with efforts validated by external experts. This year will be pivotal in pushing to reach ambitious targets and inviting stakeholders to help define the 2021 – 2025 SSI, in line with the SDGs." - Olivier Blum, Chief Strategy & Sustainability Officer, Schneider Electric
"We work to advance the U.N. SDGs every day. They are a shared blueprint for peace and prosperity for all people and our planet. Achieving them requires global partnerships to transform our world by 2030 and beyond. The SDGs form the basis of our SSI, which guides our contributions toward tackling climate change, ending poverty, improving health, and reducing inequality. We invite you to explore this report to see how our actions help advance these global efforts." Gilles Vermot Desroches, Sustainable Development Senior Vice President, Schneider Electric
An innovation developed in the corporate R&D labs at P&G that converts lactic acid into bio-based acrylic acid could be a helpful step to shift everyday goods to be made from annually renewable crops. P&G has granted Cargill an exclusive license that allows Cargill to further develop and commercialize this technology, so that it can ultimately be incorporated in a range of applications from superabsorbent polymers in absorbent hygiene products to thickeners in household paints and beyond. The use of bio-based acrylic acid is estimated to reduce greenhouse gas (GHG) emissions and contribute to greener products for years to come – something that is important to a range of stakeholders, including consumers and business leaders.
P&G scientists were recently announced as winners of the American Chemical Society (ACS) 2020 Award for Affordable Green Chemistry for this groundbreaking proprietary technology. While the conversion technology is considered a breakthrough, it will take several more years of development before impacting consumer products in the marketplace.
“This new technology demonstrates that we can leverage the best materials science with new bio-based solutions to deliver sustainable innovation in consumer goods production. By investing in advancing bio-based solutions, we can and will help reduce the carbon footprint of various industries. This is consistent with P&G’s stated Ambition 2030 sustainability goals to look to new, renewable sources of raw materials for conversion into everyday products,” says Dr. Annie Weisbrod, Principal Scientist, Environmental Stewardship & Sustainability at Procter & Gamble.
“Manufacturers and brand owners have been seeking viable pathways to bio-based acrylic acid to reduce the environmental impact, and P&G’s conversion technology brings us closer to a solution,” says Mr. Asheesh Choudhary, global business development director for Cargill’s bioindustrial business.
“We are thrilled that P&G granted Cargill an exclusive license to this technology that converts lactic acid into bio-acrylic acid,” says Dr. Jill Zullo, strategic marketing and innovation leader for Cargill’s bioindustrial business. “By using annually renewable crops, we’ll be able to contribute to farmer prosperity while delivering more renewable solutions that are estimated to have less than half the GHG footprint versus the petroleum-based equivalent.”
Cargill’s 155,000 employees across 70 countries work relentlessly to achieve our purpose of nourishing the world in a safe, responsible and sustainable way. Every day, we connect farmers with markets, customers with ingredients, and people and animals with the food they need to thrive.
We combine 154 years of experience with new technologies and insights to serve as a trusted partner for food, agriculture, financial and industrial customers in more than 125 countries. Side-by-side, we are building a stronger, sustainable future for agriculture. For more information, visit Cargill.com and our News Center.
About Procter & Gamble
P&G serves consumers around the world with one of the strongest portfolios of trusted, quality, leadership brands, including Always®, Ambi Pur®, Ariel®, Bounty®, Charmin®, Crest®, Dawn®, Downy®, Fairy®, Febreze®, Gain®, Gillette®, Head & Shoulders®, Lenor®, Olay®, Oral-B®, Pampers®, Pantene®, SK-II®, Tide®, Vicks®, and Whisper®. The P&G community includes operations in approximately 70 countries worldwide. Please visit https://www.pg.com/ for the latest news and information about P&G and its brands.
Thanks to Crayola, children of many different backgrounds can have access to crayons that are reflective of their own skin tone.
The handicraft company announced its "Colors of the World" line featuring 24 new crayon colors representing 40 global skin tones.
In partnership with CEO of MOB Beauty Victor Casale, the shades were carefully crafted to go from extra light to deepest while incorporating rose, almond and golden undertones.
On June 1, 2010, Tetra Tech launched its first Safety Month campaign to promote an annual focused safety message as part of the company’s strong safety culture. Our Health & Safety leaders teamed up with the U.S. National Safety Council to provide our employees with access to various safety tools and resources, and Tetra Tech’s Safety Month was born. The first Safety Month theme was “Make a Difference, One Act at a Time.” We encouraged our staff to share their stories and actions on ways to stay safe at home, at work, and on the roads.
Ten years later, the need for an annual focused safety message is just as important as we continue to take small actions that make a big difference. As we have grown from 11,000 employees to 20,000 global staff, we are proud to see that we have grown Safer and Stronger Together.
The unprecedented COVID-19 pandemic presents new challenges to our safety efforts and requires us to navigate our Health & Safety procedures in new ways. While our program has always supported the various types of work we perform, the rapid adjustments to our Health & Safety processes over the last few months have touched each of our 20,000 employees.
Throughout June, we will highlight how we are Safer and Stronger Together during this time through our Health & Safety program focus on emergency preparedness, safe driving, and Focus 4 Injury Prevention. We also will highlight how each of us can continue to make a big difference one step at a time. Our 2020 Safer and Stronger Together campaign will focus on the following topics:
Week 1 (June 1-5) – Expect the Unexpected
Week 2 (June 8-12) – Safer Roads Ahead
Week 3 (June 15-19) – Focus Four
Week 4 (June 22-26) – Safety Together
Tetra Tech’s commitment to safety is reflected in the company’s safety achievements. In 2019 our enterprise-wide Total Recordable Incident Rate outperformed industry peers by 43 percent, and our enterprise-wide Lost Work Day Incident Rate outperformed industry peers by 45 percent. Additionally, 34 Tetra Tech operating units qualified to receive the U.S. National Safety Council Perfect Record Award for 12 consecutive months without a Lost Workday Injury.
At Hershey, we are driven by our purpose of making more moments of goodness, whether that’s eating S’mores over the campfire or sharing Hershey’s Kisses with a friend. It’s a passion we’ve had for more than 125 years, and we want everyone who enjoys our great-tasting chocolate to feel good about those special moments.
It’s our job to ensure that we use only the best ingredients in our products and that those ingredients are sourced ethically and sustainably. At the top of that list is cocoa and how we use the principles of fair and ethical trade in our practices.
That’s why we are proud to announce that we’re committing to increase our Cocoa For Good direct sourcing program to 100% coverage of our high-risk areas of Cote d’Ivoire and Ghana by 2025. This significantly increases our direct investment in those areas and will give us clear line of sight into where all of our cocoa was grown and how it was produced – a level of transparency we’ve never had before. We will provide more holistic intervention support to farmers, and scale-up programs to help end instances of child labor.
We are also expanding our Child Labor Monitoring and Remediation Systems, to cover 100% of our high risk sourcing in Cote d’Ivoire and Ghana. This means we will be assessing more than 125,000 children, a 350% increase. CLMRS is the leading child labor monitoring and remediation system that leverages both supply chain personnel and community members to identify potential cases of child labor. Once identified, these cases are remediated often through simple education to the farmer on what work is acceptable for children to do as part of the farming family. Other times, we need to provide assistance to the farmer, such as providing a birth certificate so their child can stay in school.
Hershey is fully committed to ending instances of child labor within our supply chain. We’re working with farmers to educate them on what is acceptable child work and what is considered child labor. It is important to understand the distinction between the two as defined by the ILO, as we know appropriate child work occurs on family farms all over the world – as long as they are attending school and doing work that is appropriate for their age.
We’re pleased that this CLMRS work to date has found zero instances of forced labor. But know there is more work to do to have zero instances of all forms of child labor – which is our ultimate goal.
We believe our focused efforts to improve our Hershey cocoa ecosystem are important and we are pleased to also announce that we have achieved our commitment to only source 100% certified and sustainable cocoa by 2020, a milestone we successfully hit earlier this year in January.
Certified and sustainable cocoa directly supports higher incomes for farmers and improved labor and environmental standards.
We also recognize that certification alone will not solve all of the challenges within the cocoa supply.
We’re also working to improve farmer incomes. To help increase farmers’ income from cocoa, we are paying the West African Living Income Differential; a premium paid to the government that should help support farmer income. This is on top of the premium we already pay farmers for our certified cocoa. We will continue providing training and resources to farmers to diversify their income, which will increase their resilience against market shocks. We do this by providing training and resources on growing alternate crops and supporting income-generating activities for women’s group in the local community.
These efforts are all part of our Cocoa For Good strategy we launched in 2018, a $500 million investment to further expand holistic interventions within cocoa farming communities. To date, we have worked with 54,000 cocoa-growing families. While we’ve made good progress, we need to move faster and expand our programs further.
We believe children can reach their full potential in the classroom only when they have proper nutrition to focus on their studies. We are expanding our proven ViVi school feeding program with our partners Project Peanut Butter and the Ivorian National Nutrition Council, to open a second ViVi nutritional supplement factory in Cote d’Ivoire and begin distributing the food to 25,000 Ivorian school children this year. ViVi is made from locally grown peanuts and has been proven in Ghana to reduce anemia and improve educational performance, and we’re optimistic for a similar result in Cote d’Ivoire. We are also partnering with Hellen Keller International to bring training to new mothers to enhance their knowledge and skills regarding newborn nutrition and early childhood development.
The growing threat of climate change is critically important to cocoa ecosystems, and Hershey is committed to doing its part to protect the environment. We’re strengthening our zero-deforestation commitment as part of the Cocoa and Forest Initiative. We are increasing the coverage of our satellite monitoring systems and mapping 100% of the West African cocoa farms in our supply chain, ensuring we have real-time and accurate monitoring. We are also supporting new solutions for farmers to obtain affordable land titles to promote farm rehabilitation and increase shade tree planting. In 2018 we distributed almost 2.7 million cocoa and shade tree saplings.
Building and announcing sustainability plans is easy; executing them is hard. We must work in partnership with farmers and communities, our suppliers, and interact with wider industry actors and governments to move forward. And this takes time. But we’re committed to making substantive and systemic change. And we will be transparent and continue to publish our progress in our yearly Sustainability Report.
We’re confident that together with all stakeholders in the cocoa supply chain, we can make positive change to ensure we will make more moments of goodness for everyone.
The Consumer Goods Forum (CGF) has partnered with global management consulting firm Oliver Wyman on the curation of broad and insightful COVID-19 content for the industry. Produced to coincide with the launch of the CGF’s Global Learning Mechanism, the one-stop open access database for all information on health-related activities being led by the consumer goods industry and associated stakeholders across the globe, the content provides a global overview and a critical framework on COVID-19 actions, learnings and recommendations. Bringing together retailers and manufacturers, the content showcases how the industry responded to the unprecedented crisis and what the ‘new normal’ might look like for the industry.
The publication also responds in a timely fashion to a call from the CGF Board of Directors and David Nabarro, a WHO COVID-19 Special Envoy, on the need for global coordination in securing the availability of essential items for local communities, and the launch of the CGF’s Collaboration for Healthier Lives (CHL) Coalition that launched on World Health Day in April. The examples and insights within the framework show exactly how industry has responded with both speed and agility to this global crisis in support of healthier lives and vulnerable populations.
The first section provides an overall global context and the vital baseline facts on COVID-19 and its impact on the world and within the consumer goods industry. The next section goes on to showcase more than 470 case studies and innovative responses CGF members and other stakeholders have had to the pandemic across four key themes that are central to the work of the CGF’s. The themes include community, employees, digital, and in-store activities.
Critical challenges, learnings among employees, consumers, and business models are highlighted as well as key learnings on how members have managed the crisis and successfully maintained business continuity. The content also includes a section on emerging trends and strategic implications and recommendations for the industry’s “new normal” following the height of the pandemic.
This ‘one-of-a-kind’ collection of content shows the strength and commitment CGF members have towards their employees and communities.
“We are pleased to launch this piece of content that highlights the industry’s rapid COVID-19 response. Published with the support of our strategic partner Oliver Wyman, it also supports our vision of building the CGF’s Global Learning Mechanism into the go-to-platform for health experts. This content will enable us to learn from each other and empower leaders to stretch their thinking around what is possible to support people in living healthier lives in a constantly changing environment”, said Isabelle Grosmaitre of Danone and Marcus Osborne of Walmart, and CGF’s Collaboration for Healthier Lives Coalition Co-Chairs.
“The Global Learning Mechanism is an innovative and real-time online platform for businesses to efficiently learn from and collaborate with each other on global health & wellness issues and opportunities, positively impacting the world’s health and wellbeing,” says Sirko Siemssen, Retail & Consumer Goods Practice Leader at Oliver Wyman. “We are delighted to have been responsible for curating this content for the Global Learning Mechanism, the go-to health and wellness hub for the industry.”
The Consumer Goods Forum and Oliver Wyman would like to thank CGF members and stakeholders for their valuable contributions.
About The Consumer Goods Forum
The Consumer Goods Forum (“CGF”) is a global, parity-based industry network that is driven by its members to encourage the global adoption of practices and standards that serves the consumer goods industry worldwide. It brings together the CEOs and senior management of some 400 retailers, manufacturers, service providers, and other stakeholders across 70 countries, and it reflects the diversity of the industry in geography, size, product category and format. Its member companies have combined sales of EUR 3.5 trillion and directly employ nearly 10 million people, with a further 90 million related jobs estimated along the value chain. It is governed by its Board of Directors, which comprises more than 50 manufacturer and retailer CEOs. For more information, please visit: www.theconsumergoodsforum.com.
About Oliver Wyman
Oliver Wyman is a global leader in management consulting. With offices in 60 cities across 29 countries, Oliver Wyman combines deep industry knowledge with specialized expertise in strategy, operations, risk management, and organization transformation. The firm has more than 5,000 professionals around the world who work with clients to optimize their business, improve their operations and risk profile, and accelerate their organizational performance to seize the most attractive opportunities. Oliver Wyman is a wholly owned subsidiary of Marsh & McLennan Companies [NYSE: MMC]. For more information, visit www.oliverwyman.com. Follow Oliver Wyman on Twitter @OliverWyman.
For further information, please contact:
The Consumer Goods Forum
Subaru of America, Inc., along with the National Parks Conservation Association (NPCA), today announced they have been awarded the 2020 Silver Halo Award in the ‘Best Sustainability Initiative’ category by Engage for Good. The automaker and NPCA were recognized for the Don’t Feed the Landfills initiative, an environmentally focused campaign aimed at preserving national parks.
Since 2015, Subaru of America has worked with NPCA and the National Park Foundation (NPF) toward a shared goal of reducing landfill waste in America’s national parks. Through extensive research over the course of five years, the automaker and NPCA tested landfill best practices, piloting programs in three iconic national parks – Yosemite, Grand Teton, and Denali. As part of this collaborative effort, Subaru and NPCA, in coordination with the National Park Service staff and many partners, work to find innovative solutions to lessen the environmental footprint in and around national parks. Since the launch of the initiative, the pilot parks have made significant strides by nearly doubling their recycling and composting capabilities, keeping more than 16 million pounds of waste out of landfills, which is equivalent to the weight of 40,000 grizzly bears.
“Our national parks represent the very best of the American great outdoors, and we feel a responsibility to keep them clean and free of waste for future generations to enjoy,” said Alan Bethke, Senior Vice President of Marketing, Subaru of America, Inc. “We are honored that our ongoing work with NPCA and NPF has been recognized by Engage for Good with this Halo Award, and hope our efforts continue to inspire others to take care of the world around us.”
The successes and long-term impact of the initiative can be attributed to the collaborative community-based tailored approach. By first identifying the biggest waste items found in the pilot parks, which includes food waste, cardboard, single-use plastic bottles, plastic wrap and packaging, steel and aluminum cans, glass bottles and jars, and single use portable propane canisters, each park set incremental goals in order to reduce the most.
“We set out to tackle an enormous challenge for all national parks – keeping millions of pounds of waste they produce out of the landfills,” said Theresa Pierno, President and CEO for the National Parks Conservation Association. “With leadership from Subaru after successfully implementing zero landfill practices into their own operations, we joined forces and together have identified collaborative, innovative, and efficient ways to remove waste, and it’s making a big difference. Using the scalable zero landfill best management practices and lessons we’ve learned from the three pilot parks, we hope to expand this work so national parks across the country can adopt and implement these waste solutions, making parks more sustainable for generations to come.”
The Halo Awards, presented by Engage for Good, are North America’s highest honor for corporate social initiatives and cause marketing. This marks the 18th year that Engage for Good will honor businesses and nonprofits with Halo Awards for doing well by doing good.
“If the COVID-19 pandemic has taught us anything, it’s the importance of companies leading with purpose. The companies that have been able to quickly pivot and make a meaningful impact are the ones that already had a strong corporate social impact foundation they could activate and further engage during this time of crisis,” said David Hessekiel, President, Engage for Good.
A total of 28 category awards will be given out to programs at the first-ever Engage for Good Virtual Conference taking place online today, May 28th. A list of the Halo Award winners can be seen at www.engageforgood.com/halo-awards.
Don’t Feed the Landfills is part of Subaru Loves the Earth, the automaker’s environmentally-focused philanthropic pillar of the Subaru Love Promise. To learn more about Subaru Loves the Earth and the environmental work Subaru does, visit subaru.com/earth and follow #DontFeedtheLandfills and #SubaruLovesTheEarth on Instagram, Facebook and Twitter to learn more and see this initiative in action.
About Subaru of America, Inc.
Subaru of America, Inc. (SOA) is a wholly owned subsidiary of Subaru Corporation of Japan. Headquartered at a zero-landfill office in Camden, N.J., the company markets and distributes Subaru vehicles, parts and accessories through a network of more than 630 retailers across the United States. All Subaru products are manufactured in zero-landfill production plants and Subaru of Indiana Automotive, Inc. is the only U.S. automobile production plant to be designated a backyard wildlife habitat by the National Wildlife Federation. SOA is guided by the Subaru Love Promise, which is the company’s vision to show love and respect to everyone, and to support its communities and customers nationwide. Over the past 20 years, SOA has donated more than $190 million to causes the Subaru family cares about, and its employees have logged more than 40,000 volunteer hours. As a company, Subaru believes it is important to do its part in making a positive impact in the world because it is the right thing to do. For additional information visit media.subaru.com. Follow us on Facebook, Twitter, and Instagram.
About the National Parks Conservation Association
Since 1919, the nonpartisan National Parks Conservation Association has been the leading voice in safeguarding our national parks. NPCA and its nearly 1.4 million members and supporters work together to protect and preserve our nation’s most iconic and inspirational places for future generations. For more information, visit www.npca.org.
About Engage for Good
Engage for Good, producer of the Engage for Good conference and Halo Awards, helps business and nonprofit executives succeed together by providing practical information and inspiration, opportunities to build valuable relationships and recognition for outstanding work engaging employees and consumers around social good and cause-related marketing efforts.
A wealth of information on cause marketing, corporate social impact programs and Engage for Good’s offerings can be found at http://www.engageforgood.com
###Diane Anton Subaru of America, Inc. 856-488-5093 firstname.lastname@example.org Dominick Infante Subaru of America, Inc. 856-488-8615 email@example.com Alison Zemanski Heis National Parks Conservation Association 202-384-8762 firstname.lastname@example.org
Global Impact, the leader in growing global philanthropy, today announced plans for a virtual employee giving hub to support private and public sector employee engagement.
As the COVID-19 pandemic has dramatically changed the workplace, the hub will address the need for companies to reach employees in new ways and demonstrate their corporate social responsibility (CSR) goals. The necessity for employee engagement is even more critical as individuals around the world face increased demands and stressors, and the void of in-person connection deepens. Companies are presented with a strong opportunity to dedicate additional resources to engage a remote workforce, empower and connect local and global offices, and enhance marketing, communication and storytelling tools.
“Global Impact is prepared to serve those organizations looking to reach employees, build a virtual community and harness the power of nonprofit stories, goals which were previously easier by nature of being in the same physical location,” said Scott Jackson, president and CEO of Global Impact.
The hub will feature toolkits and resources to support the private and public sectors – from leadership to campaign workers – reimagine their workplace campaigns. Global Impact will work with its alliance of more than 100 leading international charities to meet the needs of a virtual campaign season by offering:
Trainings available for campaign leaders and volunteers.
Digital games and presentation tools.
Virtual volunteering opportunities.
Speaker previews and virtual opportunities with Global Impact’s Charity Alliance partners.
In addition to supporting companies exploring ways to reach their employee engagement and CSR goals, Global Impact is working to fulfill its mission to build partnerships and resources for the world’s most vulnerable. Demands on nonprofits have increased significantly, as charities have been called to respond on the front lines during this international crisis. They face unprecedented needs and are in need of support more than ever before. At the same time, they are challenged financially as the fundraising flow has tapered due to declining economies. Global Impact is helping its Charity Alliance partners navigate this new environment and adjust to their shifting resources.
Want to be the first to know when the virtual employee giving hub launches? Or if you are interesting in Global Impact’s workplace resources and services, contact email@example.com.
About Global Impact
Global Impact works on charitable ventures to inspire greater giving. We serve as a trusted advisor, intermediary and implementing partner across the private, nonprofit and public sectors. Through these partnerships, we have raised nearly $2 billion for causes such as disaster relief and global development. Our expertise includes fundraising and partnerships, employee engagement and corporate social responsibility (CSR), and finance and business services. Global Impact’s reach and services are complemented by the work of our subsidiary company, Geneva Global.
Campaigns that helped students deal with grief, reduced waste in national parks and hydrated firefighters – all while building stronger businesses - were among the initiatives honored at the 18th annual Halo Awards.
Twenty-eight category-specific winners were selected out of more than 130 entries by Engage for Good at its annual conference.
In addition, Levi Strauss & Co. and Habitat for Humanity International each received a Golden Halo Award, Engage for Good’s highest honor, for their long records of achievement at the intersection of profit and purpose.
Case studies of each winning campaign and profiles of the Golden Halo Award winners can be found at http://engageforgood.com/halo-awards
“We’re delighted to honor these companies and causes that are working together to effectively engage consumers and employees while building business and making a social impact,” said Engage for Good President David Hessekiel.
MAC Viva Glam Celebrates 25 Years was named the “Best In Show” honoree, a new award sponsored by For Momentum, the conference’s premier sponsor.
Please join us in congratulating this year’s Halo Award-winning campaigns:
GOLD: Change For Nature: Burt’s Bees and National Geographic
SILVER: M·A·C VIVA GLAM Celebrates 25 Years: M·A·C, Planned Parenthood, Girls Inc., GLAAD and additional nonprofits
CONSUMER-ACTIVATED CORPORATE DONATION
GOLD: DSW Gives: DSW and Soles4Souls
SILVER: Poptivism: PopSockets
GOLD: Pride & Joy: Macy’s and The Trevor Project
SILVER: No Kid Hungry: Denny’s & Share Our Strength
GOLD: Supporting Grief, Loss, and Healing Together: New York Life Foundation and First Book
SILVER: Hydrating Our Nation’s Heroes: Anheuser-Busch and National Volunteer Fire Council
GOLD: Drive Bigger: VW and DonorsChoose
SILVER: WE Teachers: Walgreens and WE
GOLD: Pride In Service: CSX
SILVER: Creating “Grief Ambassadors”: New York Life and First Book
GOLD: Birds in Focus: Canon USA and the National Audubon Society
SILVER: S’more out of Summer: LL Bean and National Park Foundation
GOLD: The Power of One: Vivint Smart Home and Vivint Gives Back
SILVER: The CarMax Foundation Supports Play With KaBOOM!: CarMax and KaBOOM!
GOLD: The Truth About Opioids: Leidos and The Truth Initiative
SILVER: Planet Fitness Teen Summer Challenge: Planet Fitness and Boys & Girls Clubs of America
GOLD: Day of Inclusion: Tim Hortons and Special Olympics Canada
SILVER: Face Your Fierce: Abercrombie & Fitch and The Trevor Project
GOLD: Girls4Tech: Mastercard
SILVER: Smile Brands Inc. Delivers Smiles for Everyone: Smile Brands, Inc. and Smiles for Everyone Foundation
GOLD: Planet Fitness Teen Summer Challenge: Planet Fitness and Boys & Girls Clubs of America
SILVER: #HireHonor: Activision Blizzard and Call Of Duty Endowment
GOLD: Earth Day 2019: Allbirds and the National Audubon Society
SILVER: Don’t Feed the Landfills: Subaru and National Parks Conservation Association
GOLD: Megan | Aspiring Art Educator |Live Más Scholarship: Taco Bell
SILVER: Don’t Retire Kid: ESPN and The Aspen Institute
BEST IN SHOW: M·A·C VIVA GLAM Celebrates 25 Years: M·A·C, Planned Parenthood, Girls Inc., GLAAD and additional nonprofits
About Engage for Good
Engage for Good, producer of the Engage for Good conference and Halo Awards, helps business and nonprofit executives succeed together by providing practical information and inspiration, opportunities to build valuable relationships and recognition for outstanding work that engage employees and consumers around social good and cause-related marketing efforts. Learn more at https://www.engageforgood.com.
Media Contact: Megan Strand, Communications Director, Engage for Good: 360.977.3343 firstname.lastname@example.org
United Airlines delivered 7,500 face coverings over the past week to front line employees at San Francisco International Airport and the airline’s San Francisco Maintenance Base that were made from 12,284 pounds of uniforms United upcycled. United worked with upcycling partner, Looptworks to produce masks that would supplement the supply of face coverings that the airline already provides all employees and customers. Download images and broll here.
United recently rolled out new Carhartt Company Gear for its 28,000 Technical Operations, Ramp Service and Catering Operations employees and originally planned to turn the surplus of older garments into carpet padding and insulation fiber. The company changed course last month to align with the latest guidance from the Center for Disease Control’s (CDC) to wear face masks in public when social distancing is not possible.
“This was an opportunity to do something extra for our employees to keep them safe while also staying true to our commitment to be one of the most sustainable airlines in the world,” said Janet Lamkin, United Airlines SVP and President, California. “Recycling these unused uniforms into masks is a natural extension of our broader effort to overhaul our cleaning, social distancing and mitigation measures to ensure we’re doing everything possible to keep our employees and our customers safe.”
United recently launched United CleanPlus, which brings together one of the most trusted brands in surface disinfection - Clorox - and the country's top medical experts - Cleveland Clinic - to inform and guide United's new cleaning, safety and social distancing protocols that includes touchless kiosks in select locations for baggage check-in, sneeze guards, mandatory face coverings for crew and customers, and empowering customers by contacting them 24 hours in advance and giving them the opportunity to choose a different flight – for free -- when it looks like more than 70% of the seats will be filled.
Through partnering with Portland, Oregon-based Looptworks, United was able to supply employees with more sustainable, eco-friendly masks that are washable and reusable, recycled from uniforms, made in limited editions, and in the process save materials from landfills.
In April, United became the first major U.S.-based airline to require flight attendants to wear a face mask while on duty, and beginning in May, expanded that mandate to include all employees and customers on board. This includes front-line workers like pilots, customer service agents and ramp workers when on board an aircraft, along with any other United employees traveling using their flight benefits.
United’s shared purpose is “Connecting People. Uniting the World.” For more information, visit united.com, follow @United on Twitter and Instagram or connect on Facebook. The common stock of United's parent, United Airlines Holdings, Inc., is traded on the Nasdaq under the symbol "UAL".
Looptworks is a Portland, Oregon-based business that repurposes and upcycles abandoned pre-consumer and post-consumer materials into limited edition products. Founded in 2009, Looptworks is a Certified B-Corporation that partners with sustainable companies in various industries including athletic, automotive, aviation, outdoor, and entertainment. Its mission is to ignite zero waste and circular design through a closed-loop system. To learn more, visit www.looptworks.com.