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- 07/17/18--08:30: _Gilead Supports AID...
- 07/17/18--09:00: _Booz Allen Interns ...
- 07/17/18--11:35: _The Case for Cause ...
- 07/18/18--05:30: _ KeyBank Provides...
- 07/18/18--05:30: _Grassland Conservat...
- 07/18/18--06:10: _Translating Value t...
- 07/18/18--08:25: _Brands Taking Stand...
- 07/18/18--09:25: _Time for ‘Bold Acti...
- 07/18/18--10:00: _Brown-Forman Recogn...
- 07/18/18--10:00: _Carnival Corporatio...
- 07/18/18--10:00: _Kid Power to Help S...
- 07/18/18--11:05: _SDG Business Forum ...
- 07/18/18--13:00: _The Last Straw: Mar...
- 07/19/18--05:10: _Carnival Corporatio...
- 07/19/18--05:10: _Recycling at ‘Risk’...
- 07/19/18--05:40: _Business and Invest...
- 07/19/18--06:00: _Busting 5 Myths Abo...
- 07/19/18--06:20: _Smithfield Foods Do...
- 07/19/18--07:00: _Charge Ready Pilot ...
- 07/19/18--07:00: _Fair Trade USA Expa...
- 07/17/18--08:30: Gilead Supports AIDS Walk San Francisco
- 07/17/18--11:35: The Case for Cause Marketing
- 07/18/18--06:10: Translating Value to Ignite Action
- 07/18/18--08:25: Brands Taking Stands | Meet the New Bottom Line
- Brand reputation is now susceptible to social trends, as extra-business entities from activists to consumers form movements to push their ideas into business practices.
- Governance now involves a large measure of risk management of external policy issues, from environmental regulations to discrimination and harassment laws.
- Employees increasingly demand a say in a company’s direction and practices
- Diversity and inclusion rule in today’s workplace and with them come a panoply of more complex management and communication approaches.
- Employee engagement is becoming embedded as part of many companies’ everyday culture, not a bolt-on activity.
- Supply chains have gone global and complex, with many moving parts to be monitored for such issues as workplace conditions, human rights, and sustainable practices.
- Market segmentation can change radically with quickly shifting cultural tastes and social trends. Large corporations struggle to keep up with nimble, innovative start-ups.
- Investors demand more transparency and more data in sustainability reporting, and are increasingly integrating formerly qualitative, ESG factors into materiality via quantification—i.e., they’re in the bottom line.
- And not least, business strategy as it has traditionally been understood and practiced is coming up against opposing the Trump administration's disruptive economic policy, resulting in unprecedented uncertainty in the marketplace.
- 07/18/18--10:00: Brown-Forman Recognized as Best for Vets: Employers 2018 List
- 07/18/18--10:00: Kid Power to Help Save the Earth
- 07/18/18--13:00: The Last Straw: Mark Marinozzi + Romain Troublé
- Carbon Footprint: achieved 26.3 percent reduction in CO2e relative to 2005 baseline
- Exhaust Gas Cleaning Systems (EGCS): 62 percent of fleet equipped with EGCS, capable of reducing sulfur compounds and particulate matter in ships’ engine exhaust at any operating state of a ship, resulting in improved quality of air emissions
- Cold Ironing: 43 percent of fleet equipped with capability to use shoreside electric power while the ship is docked
- Advanced Waste Water Purification Systems: increased coverage of fleet-wide capacity by 6.2 percentage points from 2014 baseline. Together, the company’s standard and AWWPS systems meet and/or exceed water treatment requirements established by the International Maritime Organization, and national and local authorities.
- Waste Reduction: reduced non-recycled waste generated by shipboard operations by 3.7 percent relative to 2016 baseline, and sent 79 percent of the U.S. food and municipal type waste to a facility that captured the energy from the waste
- Water Efficiency: improved water use efficiency of shipboard operations by 4 percent relative to 2010 baseline, to a rate of 60 gallons per person per day, versus the U.S. national average of 90 gallons per person per day
- Engine performance: Engine data is monitored in real-time and shared with engine manufacturer Wärtsilä, ensuring engines are maintained at optimal levels, and thus reducing fuel consumption and providing significant emission reduction benefits
- Exhaust Gas Cleaning Systems (EGCS): Operating parameters from the EGCS are checked every three minutes and monitored by onshore teams to ensure systems are operating correctly
- Energy efficiency: A broad range of energy consumption measurements are analyzed to direct and drive forward efficiency improvements and help reach greenhouse gas reduction targets
- Smithsonian National Museum of African American History & Culture: $2 million gift over a five-year period
- Big Brothers Big Sisters: $5 million gift over a five-year period
- Nature Conservancy: $2.5 million gift over a five-year period, and sponsorship of their Mapping Ocean Wealth initiative, which was awarded the World Travel and Tourism Council’s 2017 Innovation Award in the Tourism for Tomorrow program
- Discover Global Compact Local Networks: Accelerating National SDG Implementation
- Read In-Focus: Addressing Investor Needs in Business Reporting on the SDGs
- View the Background Note: Mobilizing Capital for SDG Country Plans: VNRs as SDG Investment Roadmaps
- Learn about our Action Platform on Financial Innovation for the SDGs
- Explore the UN Alliance for SDG Finance
- 07/19/18--06:00: Busting 5 Myths About Electric Vehicles
This year, Gilead sponsored @aidswalksf, the largest #AIDS fundraising event in Northern California. 10,000 people participated in the 10k walk, and raised more than $1.8 million to benefit HIV/AIDS support organizations in the Bay Area.
By working with community partners, we hope to bring an end to the #HIV/AIDS epidemic worldwide.
KEYWORDS: AIDS walk, HIV, san francisco, Gilead
SOURCE:Booz Allen Hamilton
The opioid epidemic is ravaging communities across the United States. The issues surrounding addiction, treatment, and prevention are complex, and require an enormous level of collaboration among public safety and public health agencies. While there’s no single path forward to prevent opioid overdose deaths and treat opioid use disorder, it’s clear that innovative solutions are needed.
Three teams of Booz Allen Hamilton’s Summer Games interns are offering creative approaches to tough challenges within the vast ecosystem of the national opioid crisis. They’re applying data analytics and machine learning to develop tools to more accurately measure pain, assess harm reduction interventions, and understand narcotic supply chains.
Learn more about the teams’ work in their own words:
Using Natural Language Processing to Assess Public Perception of Treatment Interventions
“We’re designing a digital listening tool to better understand how the public feels about harm reduction interventions, such as supervised injection facilities to treat opioid addiction,” says Jeremiah Akinbohun of the DC-based team. “The Centers for Disease Control and Prevention estimates that 115 Americans die from an opioid overdose every day. It’s critical that we implement prevention and treatment interventions, however societal perceptions and barriers often impede the successful rollout of treatment interventions. Our software-based analytical tool uses natural language processing and machine learning to assess how concerns and support for supervised injection facilities are being described in the news and on social media. It gives policymakers the qualitative and quantitative data they need to better educate communities and individuals, and address concerns about treatment interventions in real time.”
Personalizing the Pain Scale with Facial Recognition Tech
“We’re developing an app that uses facial recognition to detect emotions, specifically pain,” says Francesca Dahut of the DC-based team. “Redefining and personalizing the medical scale, this tool could help doctors more accurately measure pain, so they can appropriately prescribe opioids. The over-prescription contributes to future addiction and abuse, while under-prescription can lead to patients seeking illicit and more dangerous drugs. Our app gives doctors an unbiased measurement of patient pain. The software includes machine learning and a convolutional neural network for emotion detection. Combined with other interventions, our app provides an innovative solution to this growing epidemic.”
Making America More Secure Through Fentanyl Supply Chain Analysis
“Our team is analyzing how synthetic opioids can be used as a weapon of mass destruction (WMD), and how to prevent it,” says Luigi Penaloza of the Alexandria-based team. “Using open-source data, we’re conducting supply chain and social network analyses to understand the proliferation and threats associated with synthetic opioids, such as fentanyl. Our main goal is risk mitigation. Understanding the threat vectors of these drugs and securing illicit lines of communication can help defend against the proliferation of opioids as WMDs. Analyzing data and providing a concrete solution to prevent chemical weapon use in the United States, we’re creating a reliable blueprint for organizations combatting crime and terrorism.”
Learn more about how Booz Allen’s Summer Games interns are empowered to change the world.
KEYWORDS: Booz Allen, summer games, Interns, opioid epidemic
The information you need to set up a successful cause marketing initiative in your organization.
Cause Marketing is a key area of opportunity for companies. It is a way to gain exposure to new consumers, strengthen brand trust and allegiance with current customers, and, most importantly, direct funds to a cause or organization that is working to make a positive impact in a targeted area.
A challenge with this part of corporate responsibility is that there can be many definitions regarding what cause marketing is, and what departments should be involved in these efforts. Cause Marketing is when a company uses part of its marketing budget to bring greater awareness and donations to a specific nonprofit organization or cause. It is different from employee giving, fundraising, and grant programs.
So, who needs to be at the table for cause marketing efforts to be successful? Most important are the person who is the brand expert, the person who is your most engaging storyteller, and the person who knows the customer inside and out. Why? They most successful cause marketing programs align with the core of your business, including your company purpose, goals, and area of focus. As contributor Brittany Hill, CEO/Co-Founder of Catalist, highlights:
"The power of profit-and-purpose partnerships is too great to leave your choice of nonprofit partners to chance...Companies should seek out those nonprofit organizations that can provide expertise, transparency, community and business impact. Finding the right organizations that can help your company affect true social change is crucial to the health of your triple bottom line."
Explore the full eBook on "The Case for Cause Marketing" from Blackbaud and Catalist here. You'll learn additional players to have at the table for valuable input, as well as qualities successful cause marketing programs or campaigns share. Finally, understand next steps to get a cause marketing initiative off the ground in your organization!
Tweet me:What do authentic intent, strong systems, and storytelling have in common? They’re all key indicators of a strong cause marketing program. Learn more from @BlackbaudCS and @GoCatalist https://bit.ly/2tGDyB3
KEYWORDS: cause marketing, NASDAQ:BLKB, Blackbaud Corporate Solutions
CLEVELAND, July 18, 2018 /3BL Media/ —KeyBank Community Development Lending and Investment (CDLI) has provided $19.6 million in total financing for the development and acquisition of Mosaic Village in Cohoes, NY. Key provided a $10.7 million construction loan, plus $8.9 million in Low-Income Housing Tax Credit equity.
Upon completion, there will be 68, one-, two- and three-bedroom units for individuals and families earning between 30% and 80% area median income (AMI). Fourteen units will be set aside for individuals with intellectual developmental disabilities along the autism spectrum, although the units can also be occupied by those diagnosed with cerebral palsy, neurological impairments and other developmental disabilities. Additional units will be available for individuals with mobility impairments who meet the Empire State Supportive Housing Initiative (ESSHI) homeless criteria.
The financing was arranged by Greg Kiger, Joe Eicheldinger, Jennifer Seamons and Victoria O’Brien of Key’s CDLI group. Additional sources of financing were provided by New York State Homes and Community Renewal, New York State Housing Trust Fund Corporation and Community Preservation Corporation.
About Key Community Development Lending/Investment
KeyBank Community Development Lending and Investment (CDLI) helps fulfill Key’s purpose to help clients and communities thrive by financing projects that stabilize and revitalize communities. Experts in complex tax credit lending and investing, Key is one of a handful of affordable housing lenders in the country with a platform that brings together balance sheet, equity, and permanent loan offerings. CDLI has a substantial investment and loan portfolio worth more than $2 billion, 90% of which is Low Income Housing Tax Credit (LIHTC) projects. For its ability to lend to, invest in, and serve its communities –especially low-to-moderate income communities – KeyBank has earned nine consecutive “Outstanding” ratings on the Community Reinvestment Act exam, from the Office of the Comptroller of the Currency.
KeyCorp's roots trace back 190 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $137.0 billion at March 31, 2018. Key provides deposit, lending, cash management and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 1,200 branches and more than 1,500 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank is Member FDIC.
Tweet me:KeyBank is proud to finance #affordablehousing project for special needs individuals with developmental disabilities and supportive housing for those who meet the Empire State Supportive Housing Initiative (ESSHI) homeless criteria. Read more at http://bit.ly/2uIcrFZ @Key_B2B
KEYWORDS: NYSE:KEY, affordable housing, community development, Lending and Investment, CDLI, supportive housing, keybank
Credits purchased on behalf of Microsoft, with EDF Facilitation and SCS Verification
SOURCE:SCS Global Services
The Southern Plains Land Trust, working with the Environmental Defense Fund, has sold the first listed grassland carbon credits, making possible the restoration and preservation of two Colorado ranches that together sequester 8,000 metric tons of soil carbon per year. SCS Global Services conducted the third-party verification of the carbon offset project, confirming the accuracy of the emissions reductions and compliance with the Climate Action Reserve’s Grassland Project Protocol. The project was funded in part by a USDA Conservation Innovation Grant. Read more https://bit.ly/2mqhOWH. For more information about verified carbon offset projects, visit https://www.scsglobalservices.com/carbon-offset-verification-energy-industry-agriculture.
SCS Global Services
+1 (510) 914-3239
KEYWORDS: Environmental Defense Fund, scs global services, Carbon Offsets Verification, carbon offset projects, Climate Action Reserve, Grassland Project Protocol
Insights from the Fourth Annual Sustainability and Circular Economy Summit
The theme of this year’s Sustainability and Circular Economy Summit was Translating Value to Ignite Action. Convened earlier this month by the US Chamber of Commerce Foundation, the Summit explored how to effectively implement sustainability strategies for businesses and their material throughput in the economy—what has (and hasn’t) worked, what trends are emerging around these issues, and how to communicate the value of sustainability and circularity as a business strategy to a wide array of business units and consumers.
Communities and markets throughout the world, impoverished in decades prior, are now stepping into the middle class. Accompanying this increase in prosperity is increased consumption. The economic growth is building upon a planet already strained to maintain current levels of human consumption. With the world population estimated to reach 9 billion by 2050, large-scale circular economy strategies can help mitigate humanity’s footprint against the constraints of the Earth’s finite resources.
Unfailingly, the Chamber of Commerce Foundation convenings offer a robust spectrum of dialogue—more than the scope of a single article. However, here are four compelling and consistent themes that emerged during the May Summit:
1. Begin with the end in mind. The circular economy isn’t always a perfect circle. Reusing, recycling, or repurposing products extends the lifecycle of materials, yet ultimately those materials still create leakage in the form of waste byproducts. Begin with the end in mind. Think about end of life during the early product design stage. There are transformational initiatives to create products out of waste. Adidas, for example, sold 1 million pairs of sneakers made from ocean waste in 2017 and is now introducing a line of recycled clothing and taking steps to become even more sustainable.
“We need to think more about the end of life of materials in the front end of design,” pointed out Emily Tipaldo, Director of Plastics Packaging and Consumer Products at the American Chemistry Council during a session on packaging. Factoring the end product stages in the early design phase not only influences its attributes and marketing channels—it also informs where the product ends up at the end of a traditional lifecycle.
2. “It’s complicated.” With the growing amount of waste threatening the regenerative capacity of the Earth’s ecosystems, it is natural human instinct to respond with easy fixes, such as a call to “get rid of all plastics” or “recycle everything.” Complex environmental and social challenges, however, often require strategic solutions grounded in a systems approach. As Tipaldo noted, “We need to be mindful not to throw the baby out with the bathwater. It is important to understand the implications of various types of waste management, rather than saying something is universally good or bad.” Simple solutions can have unforeseen consequences. Without an understanding of these consequences, a solution can be equally damaging as the originating issue.
"With the growing amount of waste threatening the regenerative capacity of the Earth’s ecosystems, it is natural human instinct to respond with easy fixes, such as a call to 'get rid of all plastics' or 'recycle everything.' Complex environmental and social challenges, however, often require strategic solutions grounded in a systems approach."
3. Educate Your Counterparts Continually. Missy Owens, Director of Government Relations, Federal and Diplomatic at The Coca-Cola Company and Jennifer Ballen, Global Manager for Packaging Sustainability and Circular Economy at Anheuser-Busch each shared how they are tackling the challenges and opportunities to collaborate with counterparts throughout their company—departments working to meet aggressive targets, who may be unfamiliar with sustainability as an integrated function of business operations. Both Owens and Ballen emphasized the need to demonstrate the value of sustainability as a cross-functional agenda across corporate divisions and departments.
“Things are changing,” said Ballen, who advised, “Use data to break long held myths about the value of sustainability in marketing, for example. We’re seeing more integration.” Anheuser-Busch has set aggressive waste management targets. By 2025, the business wants 100 percent of purchased electricity to come from renewable sources, and it wants all packaging to either be returnable or made from majority recycled content.To achieve such bold targets requires a level of disruption. Ballen’s team has gone so far as to create “The Packaging Manifesto,” a doctrine designed to educate commercial teams on the business value of sustainability and highlight these efforts directly in marketing outreach.
Tweet me:Begin with the end in mind. Insights from the @USCCFoundation fourth annual Sustainability and #CircularEconomy Summit – Translating Value to Ignite Action. Read: https://bit.ly/2LF6W2D #CSR #sustainability via @PYXERAGlobal
KEYWORDS: environment, Marine Debris, sustainable communities, PYXERA Global, Sustainability and Circular Economy Summit
THE BIG STORY
CSR Now Drives Business as Usual
Back in the day, corporate strategy meant defining a business mission and describing how those goals were to be reached through business practices. Today, setting a viable strategy means including many factors once considered outside the scope of traditional business planning. Brands are taking stands on multiple issues, from public, cultural questions (climate change, immigration, gun violence) to internal issues (diversity, ethics, harassment, gender pay gap).
Consider the new rules:
In the past, “The CEO rule was basically keep your head down, stay out of complicated issues, because there were opinions on both sides of any issue,” Lawrence Parnell, program director at the Strategic Public Relations Program at George Washington University told the Wall Street Journal.“It’s no longer a question of if, but where, when and how to engage on these issues and what type of topics to engage on. These are new challenges and things CEOs and boards never had to deal with before, so they are struggling.”
In sum, corporate responsibility is now becoming a mainstream activity embedded throughout every department of a company, from HR to IR, from corporate affairs to procurement. The bottom line is straightforward: evaluation of a company’s value now depends more than ever on its values being active and visible across all areas.
So here’s the new bottom line: businesses and organizations must adopt the largest perspective possible when planning for future growth.
NEWS YOU CAN USE
Brand Reputation Case Studies: Tim Hortons Falls, Walmart Rises
What to make of recent stories that have turned brand reputational perceptions upside down? Never has the high cost of a low reputation been so clear as in the case of much-loved Canadian fast food chain Tim Hortons. The iconic Canadian company fell from 13th to 67th place in a study by the Reputation Institute that tracks Canada’s most reputable companies, and dropped from number 4 to 50 in an annual survey of corporate reputation by Leger, a research firm. The dips were due to public squabbles between franchisees and RBI, its new parent company, and between franchisees and employees over wages, benefits, and practices. “Since RBI took over, Tim Hortons has been perceived to be acting in a way that seems antithetical to Canadian values,” summed up The Guardian. The bad press has negatively affected RBI’s stock price.
At the other end of the spectrum, Walmart is campaigning to raise its brand reputation and increase sales. The headline of a recent, prominent WSJ feature spells out the story in blunt terms: “Walmart Takes a Stand on Guns, Gay Rights, to Get People to Like It More.” The article points out “...the company is embracing public positions as part of efforts to enhance its reputation. Today, around 72% of Walmart shoppers want the company to ‘take a stand on important social issues’ and 85% want the retailer to ‘make it clear what values you stand for,’ said Walmart’s chief marketing officer, Tony Rogers, citing a survey by research firm Kantar. Walmart has discovered what is now conventional wisdom: that increasingly, the perception of a company’s views and deeds are linked to its brand. Said Rogers, “It’s maybe more important than ever to let people know what it is we stand for.” The company has trailed competitors Amazon and Target in reputation scores for over a decade, and plans to get new customers by being more socially engaged—even if some of its positions run counter to those of its more conservative, rural customers. Since 2015, Walmart has weighed in on immigration, gun control, Confederate flags, and gay rights. Coincidentally or not, the annual Harris Poll survey of 25,000 U.S. adults shows that Walmart’s reputation score started to rise after the company began raising store worker wages—also in 2015.
Companies Take Collective Action to Make More Change, Faster
To the many groups, coalitions, and associations formed in recent years to make progress on large issues, add a new one to the list: the Sustainable Food Policy Alliance. Founded by Mars, Inc.; Nestlé USA; Danone North America; and Unilever US, the organization aims to “drive progress in public policies that shape what people eat and how it impacts their health, communities, and the planet.” As the Alliance, the four founding member companies will “prioritize US public policy advocacy and action in five key areas: consumer transparency, the environment, food safety, nutrition, and people and communities."
In a joint statement, Danone North America CEO Mariano Lozano; Tracey Massey, president of Mars Wrigley Confectionery Americas; Nestlé USA chairman and CEO Steve Presley; and Amanda Sourry, president of Unilever North Americasaid: “The Sustainable Food Policy Alliance was founded on the principle that food companies can and should be doing more to lead and drive positive policy action for the people who buy and enjoy the foods and beverages we make, the people who supply them, and the planet on which we all rely.”
The Alliance joins a growing list of coalitions formed to address the Big Issues, from climate change (We Mean Business) to diversity (CEO Action for Diversity and Inclusion), systems transformations (World Business Council on Sustainable Development), and sustainability (The Sustainability Consortium). The key takeaway: even competitors now see greater value in collaborating to make positive advances. Expect partnerships to proliferate in coming months.
Brand Values More Important Than Ever
“Political polarization, voter tribalism and recent, fervent social movements like #grabyourwallet, #MeToo, and #TimesUp have changed the face of brand engagement and consumer loyalty in virtually every brand sector this year.” So writes Robert Passikoff, the founder and president of Brand Keys, in a MediaPost op-ed. He notes that his company’s annual Customer Loyalty Engagement Index has identified “new consumer values that have combined to create unprecedented shifts that ‘define’ how consumers view categories, compare brands and options within particular categories, and how they will buy, buy again, and remain loyal to a brand.” These new values have “resulted in brand leadership changes (and same-store sales and profitability figures) in 60% of the 84 B2C and B2B categories tracked, which includes 761 brands, evaluated by 50,527 U.S. consumers.” Passikoff further notes that while these leadership changes are “startling,” even more unprecedented is “the fact that brands haven’t had to deal with this kind of political polarization or social turmoil at the same time is truly noteworthy.” Marketers, investors, and C-suite strategists are forewarned...
“In the ’40s, I believe we [TIAA] were the first ever with a woman on our board. In the ’50s, we were the first to have an African-American on our board for a Fortune 100 company. In the ’50s, we were the first to appoint an African-American officer of a major insurance company. So, I start with saying that I come into an organization that has a long history of diversity and inclusion. It’s in our DNA. In the ’80s, my predecessor, Cliff Wharton, was the first African-American to be the CEO of a Fortune 100 company. It’s part of who we are. My job is to reinforce that.
“There’s a fair amount of academic literature that shows that complex organizations work better if they are diverse. I want to see and build a team of folks who are in some ways similar to me, some ways different, who are different from each other, and to get all of us around the table and thinking through problems.
“If one is going to make culture change, that always includes tone from the top, urgency, an insistence from the board of directors and the C-suite. It’s got to be very intentional. You might actually need a plan."
- Roger Ferguson, President and CEO, TIAA, Excerpted from the Wall Street Journal
PEOPLE ON THE MOVE
Adam Robinson has been named Senior Director, Corporate Social Responsibility, at Viacom. He previously served at Viacom under the title of Director, CSR. Prior to his Viacom position, he held senior posts at Nickelodeon and Ogilvy Entertainment.
Continue the important conversations on corporate responsibility long after 3BL Forum with the Brands Taking Stands newsletter. Written by veteran journalist, John Howell, this newsletter is published every Wednesday morning.
Tweet me:READ: #CSR is now business as usual, competitors join forces to advance #sustainable #foodpolicy + more http://bit.ly/2LlCc9u in the latest @3BLMedia #BrandsTakingStands newsletter. #thoughtleadership #ESG
KEYWORDS: john howell, 3bl Media, Brands Taking Stands, Sustainable Food Policy Alliance
Highlights from an industry-leading panel discussion led by HP’s Chief Marketing Officer Antonio Lucio, with Thandie Newton, Edward Enninful and Tiffany R. Warren.
At the Cannes Lions International Festival of Creativity, the annual gathering of creatives and advertising elite, HP Chief Marketing Officer Antonio Lucio recounted a meeting with famed Civil Rights leader, politician and Baptist minister Rev. Jesse Jackson.
Lucio asked Jackson what lessons from the Civil Rights Movement could apply to today’s cross-industry push for diversity in the arts, journalism, business and technology. Jackson answered: “During the Civil Rights Movement, beautiful and inspiring words were always followed by bold action,” Lucio recalled.
Jackson’s words had left an impression.
As he kicked off a panel on the topic of “Diversity: A values issue and a business imperative,” Lucio drew a parallel to the reckoning happening in newsrooms, on movie sets and in boardrooms across America. “What we are here to do today is talk about bold action,” he said in front of an audience of nearly 2,000 people on the Cannes Lions Mainstage.
The panel included “Solo” and HBO’s "Westworld" star Thandie Newton, Edward Enninful, the first black editor-in-chief of British Vogue, and Tiffany R. Warren, chief diversity officer for Omnicom and founder of ADCOLOR , a space she created to celebrate diversity in the advertising, marketing, PR and entertainment industries.
“Be patient with me, I’m a little star-struck right now,” Lucio said, before heading into weightier topics.
The panelists themselves each shared how they had taken their own “bold action” to add to the movement and stir discussion.
Newton, longtime champion for on-screen diversity, said she benefited from when HBO said earlier this year it would pay male and female leads equally, but she was surprised at how the move toward parity unveiled her own internalized biases.
"When I first discovered how much they were offering, it made me realize, ‘Oh, my god, men have been paid so much more," she said. "Every year I go into a new production or a new season of “Westworld,” and I didn’t even think to ask for more because I just feel so grateful to be working. But we need to expect more for ourselves."
Newton urged women to demand equal pay, whatever their profession. “We need pressure, we need to disrupt, it’s part of change and growth,” she said.
British Vogue’s Enninful broke ground at the iconic magazine by featuring nine diverse faces on its May cover. He said it shouldn’t be remarkable for an editor to publicly commit to making his magazine more diverse in the fashion world.
“We are all here doing our best, but we’re not doing enough,” Enninful said. "It will never be done, until we're not having this conversation anymore, until we're not talking about diversity anymore, until it's just a given."
In the business world, both HP’s Lucio and Omnicon’s Warren stressed that diversity wasn’t just a moral imperative. They’ve seen firsthand that it’s good for business. In fact, at HP, which just completed a year-long mission to increase its gender diversity in ad campaigns, Brand Monitor showed a 6-point increase in purchase intent.
Both companies have some of the most diverse boards of directors in their respective industries, making them standouts among the advertising and tech companies that have been in the spotlight for their paltry ranks of women and people of color.
"We have to make sure we have representation, not only on the cover of magazines and in movies, but also on teams," Warren said. "Because that representation on teams has an impact on business. When teams are diverse, diverse ideas can happen.”
Although all the panelists hailed from different industries, they had one thing in common, according to Lucio. “For all of us, diversity is deeply personal.”
Lucio, who was born in Spain, raised in Puerto Rico and now lives in San Francisco, said he believes “diversity is a fundamental human truth.”
“It’s defined my life,” said Newton, whose mother is from rural Zimbabwe and whose father is from the U.K. Growing up in Cornwall, she said, “I was one of the only brown-skinned people. My life really has defined breaking down the walls of ignorance.”
Warren similarly recalled a poignant moment as a ten-year-old sitting in the audience watching the Boston Ballet perform, “and not seeing one single African American ballerina,” she said. “That moment had an impact on me. Representation matters.”
KEYWORDS: Cannes Lions, #MoreLikeMe, HP, Thandie Newton, Cannes Lions International Festival of Creativity, Tiffany R. Warren, Edward Enninful, British Vogue, Westworld, Solo, Omnicon
Selection focuses on corporate culture and policy that caters to vets
LOUISVILLE, Ky., July 18, 2018 /3BL Media/ – Brown-Forman was named one of the best employers for veterans by Military Times, the trusted source for independent news and information for service members and their families. This is Brown-Forman Corporation’s second year making the “Best for Vets: Employers” list in the ranking’s nine year history.
“Brown-Forman is honored to be included on the list of best employers for veterans for the second year in a row. It shows that we are committed to implementing programs that are necessary to recruit, hire, support, and develop military veterans and their spouses. Veterans have done so much for all of us and we are proud to do our part in supporting them,” said Mike Keyes, Brown-Forman, chief corporate affairs officer and the executive sponsor of the Veteran’s Employee Resource Group.
Rankings were developed based on the answers that companies provided to questions about their recruiting of people connected to the military; company policies related to veterans, reservists and their families; and the organization’s culture. Military Times invited companies across the U.S. to take part in the rigorous, more-than-90-question survey.
Rankings evaluate companies’ culture, veteran recruiting, veteran policies, and accommodations for members of the National Guard and reserves. The standards are objective, rigorous, and editorially independent. As a result, transitioning service members recognize them as the most trusted veteran job rankings and have come to rely on Best for Vets Employers to aid their transition to civilian life.
“The companies on the Military Times Best for Vets list earned their rankings through determined efforts to recruit and support service members, veterans, and military families,” said George Altman, Military Times, editor in charge of the rankings. “These efforts deserve recognition from the country and should get the attention of veterans looking for a new career.”
The rankings are published in a special Military Times magazine and online at MilitaryTimes.com, as well as ArmyTimes.com, NavyTimes.com, AirForceTimes.com and MarineCorpsTimes.com. For the full Best for Vets: Employers 2018 rankings go to https://rebootcamp.militarytimes.com/rankings/.
For nearly 150 years, Brown-Forman Corporation has enriched the experience of life by responsibly building fine quality beverage alcohol brands, including Jack Daniel’s Tennessee Whiskey, Jack Daniel’s & Cola, Jack Daniel’s Tennessee Honey, Jack Daniel’s Tennessee Fire, Gentleman Jack, Jack Daniel’s Single Barrel, Finlandia, Korbel, el Jimador, Woodford Reserve, Old Forester, Canadian Mist, Herradura, New Mix, Sonoma-Cutrer, Early Times, Chambord, BenRiach, GlenDronach and Slane. Brown-Forman’s brands are supported by over 4,800 employees and sold in more than 170 countries worldwide. For more information about the company, please visit http://www.brown-forman.com/.
The Military Times digital platforms and newsweeklies are the trusted source for independent news and information for service members and their families. The military community relies on Air Force Times, Army Times, Marine Corps Times, and Navy Times for reporting on everything important to their lives, including: pay, benefits, finance, education, health care, recreational resources, retirement, promotions, product reviews, and entertainment. Military Times is published by Sightline Media Group. To learn more, visit www.militarytimes.com.
KEYWORDS: NYSE:BF-A, Brown-Forman Corporation, Veteran’s Employee Resource Group
World’s largest leisure travel company among 200 large U.S. companies selected for outstanding commitment to diversity; Based on racial equity and inclusion policies, company is also recognized as one of highest rated in travel and leisure sector
SOURCE:Carnival Corporation & plc
MIAMI, July 18, 2018 /3BL Media/ – Carnival Corporation & plc (NYSE/LSE: CCL; NYSE: CUK), the world's largest leisure travel company, today announced its inclusion in the first-ever NAACP Equity, Inclusion and Empowerment Index, which assesses U.S. companies on their commitment to racial and ethnic equity in every aspect of their business and operations. Carnival Corporation was among the companies recognized this week at the 109th NAACP Annual Convention in San Antonio, Texas, which coincided with the official launch of the index from the nation’s oldest civil rights organization.
In NAACP’s inaugural index, Carnival Corporation was named among the highest ranked companies in the travel and leisure industry.
The selection represents Carnival Corporation’s inclusion in the Morningstar Minority Empowerment Index, which highlights publicly traded companies that stand out for their commitment to racial and ethnic diversity. Carnival Corporation was selected based on its Morningstar Minority Empowerment score, driven by Sustainalytics assessment of the company in categories including board diversity, discrimination policy, diversity programs, supply chain monitoring and community development programs.
Carnival Corporation’s dedication to diversity and inclusion has long been a priority and has excelled under the leadership of Arnold Donald, who has served as CEO since July 2013. A strong believer that diversity drives innovation, Donald has appointed numerous diverse and dynamic leaders from a wide variety of backgrounds into leadership roles as presidents of the company’s cruise line brands and in key roles within global port and destination development, human resources, marketing, sales, operations and procurement.
“We have over 120,000 talented and passionate employees representing nearly 150 countries, so we fully embrace the importance of diversity and inclusion in the workplace,” said Roger Frizzell, chief communications officer for Carnival Corporation, whose brands include namesake Carnival Cruise Line, Cunard, Holland America Line, Princess Cruises and Seabourn. “Diversity of thinking is a major force in driving innovation, maintaining a competitive advantage and most importantly consistently providing our over 12 million annual guests a great vacation at an exceptional value.”
The NAACP Equity, Inclusion and Empowerment Index was created in partnership with Impact Shares and Morningstar to track and monitor indicators that assess racial equity and inclusion policies among U.S. corporations with a capitalization of $2 billion or more. The index is a tool designed to help guide and inform companies in assessing and actively promoting racial and ethnic equity in every aspect of their business, operations and strategy; and to promote social responsible investing in companies with a strong commitment to equity and diversity. Commitment is measured through policies, programs, performance and social impact, with companies judged on their workforces, boards of directors, supply chains and community interactions.
“Investors increasingly are looking for reliable ways to gauge if companies are committed to diversity and inclusion,” said Marvin Owens, NAACP senior director of economic programs, “Carnival Corporation is proving, through their leadership and approach to diversity and inclusion, their company-wide commitment to these business principles and market leadership. We look forward to working with Carnival Corporation as we together promote the principles of corporate diversity and inclusion nationally.”
Carnival Corporation was named as one of the “50 Best Companies for Diversity” by Black Enterprise magazine for its inclusivity, including workforce education, board member diversity, senior management, employee base and procurement, and was named one of the top “100 Best Corporate Citizens for 2017” by Corporate Responsibility Magazine, ranking No. 23, the highest among firms in the travel and tourism sector and the only cruise company to make the list.
Additionally, in 2017 CEO Arnold Donald topped the EMpower 100 Ethnic Minority Leaders List and Carnival Corporation was recognized as a top organization supporting the advancement of women’s leadership and diversity in the workplace as part of the Catalyst CEO Champions for Change (Catalyst Champion initiative).
About Carnival Corporation & plc
Carnival Corporation & plc is the world's largest leisure travel company and among the most profitable and financially strong in the cruise and vacation industries, with a portfolio of 10 dynamic brands that include nine of the world's leading cruise lines. With operations in North America, Australia, Europe and Asia, its portfolio features Carnival Cruise Line, Princess Cruises, Holland America Line, Seabourn, P&O Cruises (Australia), Costa Cruises, AIDA Cruises, P&O Cruises (UK) and Cunard, as well as Fathom, the corporation's immersion and enrichment experience brand.
Together, the corporation's cruise lines operate 103 ships with 234,000 lower berths visiting over 700 ports around the world, with 18 new ships scheduled to be delivered between 2018 and 2023. Carnival Corporation & plc also operates Holland America Princess Alaska Tours, the leading tour company in Alaska and the Canadian Yukon. Traded on both the New York and London Stock Exchanges, Carnival Corporation & plc is the only group in the world to be included in both the S&P 500 and the FTSE 100 indices.
In 2017, Fast Company recognized Carnival Corporation as being among the "Top 10 Most Innovative Companies" in both the design and travel categories. Fast Company specifically recognized Carnival Corporation for its work in developing OceanMedallion™, a high-tech wearable device that enables the world's first interactive guest experience platform capable of transforming vacation travel into a highly personalized and elevated level of customized service.
Additional information can be found on www.carnival.com, www.fathom.org, www.hollandamerica.com, www.princess.com, www.seabourn.com, www.aida.de, www.costacruise.com, www.cunard.com, www.pocruises.com.au, and www.pocruises.com.
# # #
Tweet me:.@CarnivalPLC was named to the @NAACP Equity, Inclusion and Empowerment Index. The list assesses companies on their commitment to racial end ethnic equity in their business operations. http://bit.ly/2NXczdw
+1 (214) 208-3718
KEYWORDS: NAACP, empowerment, Carnival Corporation & plc, Diversity programs
“Do you want to help save the planet?” CLP Power graduate trainee Crystal Kwan asks the children at a kindergarten in Shatin. In a split second, more than a dozen hands shoot up into the air as the boys and girls cry out in unison: “Yes, I do. I do.”
Similar happy scenes have been repeated in kindergartens across Hong Kong as CLP young engineers and graduate trainees talk to youngsters about power generation, energy saving, and what it’s like to be an engineer. The response from the toddlers has been overwhelmingly enthusiastic.
“The kids are all so sweet,” says Crystal. “They want to learn about everything – how electricity is produced, where energy comes from, and what engineers do.”
The kindergarten visits are part of CLP Power’s public education initiatives spanning the entire education pathway from kindergarten to university. They aim at raising young children’s awareness about the challenges of climate change, teaching them about low-carbon lifestyles and sowing the seeds of green living from an early age.
The visits were introduced after the successful launch of the POWER YOU Kindergarten Education Kit in 2016. The kit, comprising story books, finger puppets and other engaging learning tools, was developed to teach children about energy efficiency and has been warmly welcomed by more than 180,000 youngsters in 1,000 Hong Kong kindergartens. Power Kid – the iconic character created for the kit – steals the show every time he joins the visit, says Crystal. “He is like a hero,” she says, describing how a sing-along with Power Kid makes the students’ day. Many of the kids know the theme song Please Come and Save the Earth by heart.
James Lam, another CLP Power graduate trainee taking part in the programme, says the kindergarten visits are special as they reach an audience who can make a genuine difference to the future.
“When I was their age, I knew nothing about protecting the environment. Now they have the opportunity to learn, and I am excited to be able to share my knowledge with them and talk about things like renewable energy,” says James.
“We tell them stories about energy – from generation to power systems, and harnessing the power of wind and the sun to generate electricity. You can see the spark in their eyes when they compete to answer questions.”
James, who has been interested in science and technology since he was a teenager, says he is impressed that many of the children – boys and girls alike – want to become engineers when they grow up.
Crystal and James believe the equipment they bring with them for the visits such as safety helmets, reflective vests, and eye protectors help capture the children’s imagination.
“The equipment looks so cool and it is new to the kids,” says Crystal. “They are amazed when I show them how my safety shoes can protect me from electric shocks.”
Lee Mei Yuk, the principal of TWGHs Lui Fung Faung Memorial Kindergarten, says the visits are effective compared to regular classroom lessons because they allow children to find out about the world of energy and meet engineers in person.
“The experience is invaluable as they can have a better understanding about electricity and renewable energy,” Lee says. “Through the visit, they have the chance to look at the engineers’ equipment and even a small part of a real electric cable.”
“The visits are great opportunities to reach out to the kids. It would be even better if the visits could involve parents too, because the green message should not stop at school but should go to the families too.”
Chief Corporate Development Officer of CLP Power Quince Chong says green education is the key to promote environmental protection and a centrepiece of the company’s community initiatives.
“The sooner the better. We believe that green education that starts in early childhood can have powerful long-lasting impacts. That’s why CLP is committed to promoting awareness of environmental protection through continued public education. We have already introduced a host of environmental education activities for primary and secondary schools as well as university and college students,” Quince says.
“We hope visits to kindergarten students will give them a basic understanding of electricity and energy conservation. We also hope it will motivate their family members and the community at large to adopt energy saving habits and low-carbon lifestyles. When it comes to climate action, small steps can lead to big changes.”
To learn more about CLP’s connection with society, please check out the latest issue of CLP.CONNECT.
Tweet me:As green education from a young age could have a long-lasting impact, CLP is keen to help kids learn more about electricity and #EnergyEfficiency through kindergarten visits http://bit.ly/2mstzvT #CLPGroup #CLPsustainability
KEYWORDS: CLP Group, Hong Kong, Kindergarten, Student, POWER YOU
NEW YORK, July 17 2018 /3BL Media/— Enthusiasm, renewed energy and a positive approach was top of mind as leaders from business, Governments, civil society and the United Nations met at the third annual SDG Business Forum to set a new direction to meet the Sustainable Development Goals (SDGs) by 2030.
The event was held as part of the High-level Political Forum on Sustainable Development (HLPF) at the United Nations in New York — the annual platform for reviewing progress and guiding global efforts for the 2030 Agenda. Co-hosted by the International Chamber of Commerce (ICC), the United Nations Department of Economic and Social Affairs (UN DESA) and the UN Global Compact, the 2018 SDG Business Forum convened a diverse and multi-stakeholder group reaching nearly 600 participants.
In her keynote address, H.E Amina J. Mohammed, Deputy Secretary-General of the United Nations, encouraged businesses everywhere to commit. “As a fundamental first step on their sustainability journeys, we need companies to ensure they are doing business responsibly, in alignment with UN values and the Ten Principles of the UN Global Compact. An overall commitment to doing business responsibly is one of the most powerful contributions companies can make to the 2030 Agenda,” she said, adding that young business leaders must continue to be disruptive.
“I see encouraging progress, where Member States are showing strong ownership for securing an inclusive globalization,” she added.
Lise Kingo, CEO & Executive Director of the United Nations Global Compact sent a strong message to business leaders to measure their progress. “We are 1,000 days in on the route to 2030. We have come to a moment where we need to manage and set direction. The time is now to get serious and begin to measure the improvements,” she said in her opening statement.
Kingo’s remarks come as many partners in both the private and public sectors, as well as civil society, expressed concern about the fast-approaching 2030 deadline. While many of the world’s biggest companies are increasingly engaged with the 2030 Agenda, with only 12 years left to reach the Global Goals, the potential benefit of a critical mass of small and medium-sized enterprises (SMEs) taking up the charge to make the Global Goals local business has never been more obvious.
This message was underscored by John W.H. Denton, Secretary General of the ICC. “Three years into this journey, we need a reality check. If we continue on the current path, we will not reach the target. More of the same will not get us there. We have to find a way to scale up the corporate engagement in a situation where 60 per cent of businesses worldwide are not engaged,” Denton told a packed ECOSOC chamber, which included approximately 170 executives from companies across the world.
Under-Secretary-General of UN DESA Liu Zhenmin remarked, “So many CEOs are joining us today. It’s time to discuss how to speed up and how to promote solutions. You are on the frontline, and sustainable solutions are critical to survive on a longer term. You are critical for change and to create a multi-stakeholder platform on a national level.”
The action-orientated discussion at the SDG Business Forum was centred around how to communicate and engage SMEs and the value of creating partnerships on the local level to speed up progress towards the 2030 Agenda.
During the Forum, participants discussed a wide variety of new tools to guide the global business community along best practices, no matter their size, sector or region.
Amy Jadesimi, Chief Executive Officer of Ladol in Laos, stated that sustainable companies will outperform non-sustainable companies over time, especially if investments are being made in local companies in for instance in Africa. “These markets are driven by incentives,” said Jadesimi. “It’s a pure business case and it has been made. It’s just a question about who the first movers are and how long it takes for rest of the market to catch up.”
Welcoming the high-level participants to a working lunch, President of the UN General Assembly, H.E. Miroslav Lajčák, underscored how businesses are crucial to realizing the 17 Sustainable Development Goals. “The SDGs need business, but business also needs the SDGs. The 2030 Agenda is a treasure chest of opportunities for business. Consumers are also paying attention. So, there can be no business without sustainability. If we keep going the way we are, we will see drastic change — and not for the better. It will affect people and planet, and businesses will need that to thrive,” said Lajčák.
The 2018 SDG Business Forum had a record number of participants, which has grown significantly since its launch in 2015. The increased interest in the role of the private sector is a reflection of the urgency of the 2030 Agenda, and a strong call-to-action for companies of all sizes to get involved.
About the United Nations Global Compact
The United Nations Global Compact is a call to companies everywhere to align their operations and strategies with ten universally accepted principles in the areas of human rights, labour, environment and anti-corruption, and to take action in support of UN goals and issues embodied in the Sustainable Development Goals. The UN Global Compact is a leadership platform for the development, implementation and disclosure of responsible corporate practices. Launched in 2000, it is the largest corporate sustainability initiative in the world, with more than 9,500 companies and 3,000 non-business signatories based in over 160 countries, and nearly 70 Local Networks.
For more information, follow @globalcompact and visit www.unglobalcompact.org.
Tweet me:The #SDGBizForum urged to do business responsibly and accelerate sustainable development. Read the outcomes: unglobalcompact.org/news/4393-07-17-2018 @globalcompact @UNDESA @iccwbo @SDGBizforum
United Nations Global Compact
KEYWORDS: UN Global Compact, Global Goals Local Business, SDG Business Forum
SOURCE:Sea Change Radio
The next time you sip on a drink from a straw, you may want to think twice because humans are producing an inordinate amount of plastic waste on straws alone. Plastic straws are one of the leading contributors to ocean trash, they take up to 200 years to decompose and they can’t be recycled. Every year, the US alone uses enough straws to fill up nine baseball stadiums. Plastic straws are pretty much the definition of wastefulness, they serve very little purpose and are terrible for the environment. This week on Sea Change Radio, we speak to two people who are doing their best to combat plastic waste in our oceans. First, Mark Marinozzi from World Centric gives us some important facts about plastic straws and talks about the best ways to fight the problem. Then, we hear from Romain Troublé whose organization, Tara Expedition, has been making scientific ocean voyages for the past fifteen years to monitor and collect data about ocean plastic waste.
KEYWORDS: sea change radio, plastic waste, Plastic straws, Mark Marinozzi, world centric, Romain Troublé, Tara Expedition
World’s largest leisure travel company achieves 26.3 percent reduction in CO2ee, surpassing 2020 target ahead of schedule
SOURCE:Carnival Corporation & plc
Report details key initiatives and progress from the company and its nine cruise line brands, furthering its strong commitment to sustainability and corporate responsibility
MIAMI, July 19, 2018 /3BL Media/ – Carnival Corporation & plc (NYSE/LSE: CCL; NYSE: CUK), the world’s largest leisure travel company, today released its eighth annual sustainability report, announcing that in 2017 the company achieved its 25 percent carbon reduction goal three years ahead of schedule and is on track with its nine other 2020 sustainability goals. The full 2017 report, “Sustainability from Ship to Shore,” was developed in accordance with the Global Reporting Initiative format and is available online at www.CarnivalSustainability.com.
Looking to the future, the company continues to chart its sustainability journey, using the United Nations' 17 Sustainable Development Goals as a framework to identify new environmental management, energy efficiency, health, safety and wellbeing objectives to strive toward by 2030.
“We recognize that to be a responsible global organization and good corporate citizen, we need to have sustainability ingrained in all aspects of our operation across our nine global cruise line brands and more than 100 ships,” said Bill Burke, chief maritime officer for Carnival Corporation, whose nine global cruise line brands include Carnival Cruise Line, Cunard, Holland America Line, Princess Cruises and Seabourn. “We are committed to consistently exceeding the expectations of our guests for great vacations but we are also deeply committed to being a model for sustainable tourism throughout the world. It is through the dedication of our passionate and diverse workforce that we are able to make such great strides in every aspect of our operations. We congratulate each of our 120,000 employees for helping us achieve and exceed our carbon reduction goal well ahead of schedule.”
Carnival Corporation first shared its 2020 sustainability goals in 2015, identifying 10 objectives that include reducing its carbon footprint, improving ships’ air emissions, reducing waste generation, improving water use efficiency, and supporting guests, crew members and local communities. The company’s latest sustainability report shows that it is on track to meet those goals across its nine global cruise line brands, realizing the following environmental advancements by the end of 2017:
LNG: Powering Next-Generation "Green Cruising"
Liquified Natural Gas (LNG) is the most environmentally-friendly and low-emission fuel currently available. As part of the company’s commitment to reducing air emissions and improving air quality in the ports and ecosystems it visits, Carnival Corporation has invested in two major environmental intiatives, EGCS and LNG, that are leading not just the cruise industry but the overall maritime sector and provide a balanced approach to fuel usage and clean-air emissions. In 2017, Carnival Corporation received the Lloyd’s List Americas 2017 Cleaner Safer Seas Solutions Award for its commitment to LNG operations and cleaner air.
In 2017 Carnival Corporation welcomed to its fleet the second cruise ship in the world able to be powered by LNG while in port, as dual-fueled AIDAperla began LNG operations when docked in three European ports. AIDAperla is the sister ship to dual-fueled AIDAprima, which launched in 2016.
In December 2018, AIDAnova will launch on its maiden voyage as the first fully LNG-powered cruise ship in the world, capable of running exclusively on LNG both in port and at sea. Six more Carnival Corporation ships generating 100 percent of their power from LNG will be in operation by 2022, sailing for AIDA Cruises, Costa Cruises, Carnival Cruise Line and P&O Cruises (UK).
In November 2017 Carnival Corporation expanded its LNG partnership with Shell Western LNG B.V. to North American ports. Shell will supply fuel for the two next-generation LNG-powered cruise ships on order for Carnival Cruise Line, both of which will be homeported in North America when they launch in 2020 and 2022.
Investing in the Future
“The draw of the ocean’s vast beauty is at the center of what makes cruising such an extraordinary vacation choice for the 12.1 million guests who sailed on our 103 ships in 2017,” said Elaine Heldewier, sustainability director for Carnival Corporation. “Doing our part to ensure the health and vitality of marine environments long into the future is not only the right thing to do as good corporate citizens, but it’s essential to what we do as a business. We are always looking for better ways to improve our technology and processes to further increase efficiencies and decrease our effects on the environment.”
In 2017, Carnival Corporation began construction in Miami on the third of its three state-of-the-art Fleet Operations Centers. It also expanded data aggregation and analysis by Neptune, a proprietary platform that enables real-time information transfer and sharing between ships and shoreside teams supporting fleet operations and enhancing the safe passage of ships at sea, while improving operational efficiencies and supporting overall environmental initiatives. New capabilities from these include:
Ensuring environmental compliance and proper implementation of procedures at sea and in port is the responsibility of full-time Environmental Officers working onboard every ship in the Carnival Corporation fleet. In 2017, a weeklong, fleet-wide global training program was implemented for these dedicated senior crew members. The required annual training course, conducted at Carnival Corporation’s CSMART Academy at its Arison Maritime Center in the Netherlands, is designed to further develop environmental and technical expertise for the more than 200 Environmental Officers who support the fleet.
Caring About Communities
Because environments are more than just water, land and air, supporting people and communities through sustainable tourism in the more than 700 ports visited by Carnival Corporation ships in 2017 is also a company priority. Seeking to positively contribute to the social, environmental and economic wellbeing of these communities, the company works with local governments, associations, tourism organizations and other community stakeholders to invest in the ports of call its ships visit and to support healthy, sustainable development.
When Hurricanes Harvey, Irma and Maria took a major human, environmental and property toll in the United States and several Caribbean destinations in 2017, the company immediately stepped up to support the ports and islands impacted by the storms. Carnival Corporation brands and foundations collectively pledged up to $12 million in aid for relief and rebuilding, as employees volunteered their skills, and cruise ships delivered critical supplies to residents in Barbuda, St. Maarten, Dominica and other affected areas.
The relief efforts of Carnival Corporation’s cruise lines and staff will continue long-term as islands and communities affected by the hurricanes rebuild. With 1 in 10 residents of the Caribbean directly employed in a tourism-related job, cruise lines have committed to continue to bring ships and guests into ports to help those employed by tourism and related industries.
Carnival Corporation continues to expand its sourcing of cage-free eggs with a goal to be 100 percent cage free by 2025, and has committed to aligning to welfare standards for broiler chicken by 2024.
The company has also partnered with the Association of British Travel Agents to help ensure excursions involving animals are responsibly managed, by leveraging their global welfare guidelines for animals in tourism. A recognized third-party auditor will audit attractions involving animals, including audits on all dolphin in captivity tour encounters used by Carnival Corporation brands.
Partnering for Progress
In 2017, Costa Group (Costa Cruises, Costa Asia and AIDA Cruises) began a partnership with Mercy Ships, an international non-governmental organization that works to promote access to essential healthcare in developing nations.
The organization operates the world’s largest civilian hospital ship, the Africa Mercy, with a crew of over 400 volunteers from 40 different nations. In addition to an initial donation of €100,000, the Costa Group committed to continuously staff one engineering position onboard the Africa Mercy, and officers and engineers with Mercy Ships can gain experience and nautical expertise onboard Costa Group ships.
Other philanthropic initiatives and partnerships between Carnival Corporation, its cruise line brands and local and global organizations highlighted in the 2017 sustainability report include:
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About Carnival Corporation & plc
Carnival Corporation & plc is the world’s largest leisure travel company and among the most profitable and financially strong in the cruise and vacation industries, with a portfolio of 10 dynamic brands that include nine of the world’s leading cruise lines. With operations in North America, Australia, Europe and Asia, its portfolio features Carnival Cruise Line, Princess Cruises, Holland America Line, Seabourn, P&O Cruises (Australia), Costa Cruises, AIDA Cruises, P&O Cruises (UK) and Cunard, as well as Fathom, the corporation’s immersion and enrichment experience brand.
Together, the corporation’s cruise lines operate 103 ships with 234,000 lower berths visiting over 700 ports around the world, with 18 new ships scheduled to be delivered between 2018 and 2023. Carnival Corporation & plc also operates Holland America Princess Alaska Tours, the leading tour company in Alaska and the Canadian Yukon. Traded on both the New York and London Stock Exchanges, Carnival Corporation & plc is the only group in the world to be included in both the S&P 500 and the FTSE 100 indices.
In 2017, Fast Company recognized Carnival Corporation as being among the “Top 10 Most Innovative Companies” in both the design and travel categories. Fast Company specifically recognized Carnival Corporation for its work in developing Ocean Medallion™, a high-tech wearable device that enables the world’s first interactive guest experience platform capable of transforming vacation travel into a highly personalized and elevated level of customized service.
Additional information can be found on www.carnival.com, www.princess.com, www.hollandamerica.com, www.seabourn.com, www.pocruises.com.au, www.costacruise.com, www.aida.de, www.pocruises.com, www.cunard.com, and www.fathom.org
Tweet me:Carnival Corporation @CarnivalPLC announced today it has met its carbon footprint reduction goal 3 years ahead of schedule. Full report available at www.carnivalsustainability.com. http://bit.ly/2mvhRke
+1 (214) 208-3718
KEYWORDS: carnival, Carnival Corporation, carbon footprint, carbon reduction, Carbon Emissions, LNG, Liquefied Natural Gas, sustainability goals, united nations, United Nations sustainable development goals, energy efficiency, exhaust gas cleaning system, EGCS, cold ironing, wastewater, water purification, Waste Reduction, green cruising, Corporate Responsibility, csr, clean oceans, 2020, 2020 sustainability goals, Sustainability Report, NYSE:CCL
By Katey Rusch, Q13 Fox
SEATTLE -- Companies that collect your bottles and boxes say recycling programs as we know it are at risk. It’s because of the so-called ‘China Sword,’ the country’s ban on several types of recyclables. The ‘sword’ has paper and plastic piling up across the country, including Washington state.
How can one country’s restrictions have such an impact on the national market? Its size.
“The majority of recovered materials, recycled materials for the better part of two decades was exported to China,” said Pete Keller, the vice president of Recycling and Customer Solutions at Republic Services, one of the country’s largest solid waste companies.
Tweet me:China was the world’s largest buyer of #recycling at around 50% of the global market. @RepublicService discussed the impact of the #ChinaSword with @Q13FOX https://bit.ly/2JCNIsd #wastemanagement
KEYWORDS: Republic Services, Q13 Fox, waste management, Recycling, China Sword, environmental policy, sustainability
Governments, business and investors join Global Compact Local Networks to share best practices to deliver the 2030 Agenda
NEW YORK, July 19, 2018 /3BL Media/ - Creative approaches to advance the 17 Sustainable Development Goals (SDGs) are being jointly developed at the national level by multi-stakeholder partners.
That was the key take away from SDG Country Plans: A Roadmap to Private Investment, an event organized on the sidelines of the High-level Political Forum by the United Nations Global Compact, the Principles for Responsible Investment (PRI), the United Nations Environment Programme Finance Initiative (UNEP FI), the United Nations Economic Commission for Latin America and the Caribbean (ECLAC) and the Permanent Missions of Ecuador, Egypt and Spain.
The event marked the next step in an important and ongoing conversation about breaking down silos and connecting Governments, business, investors and the UN on the increasingly critical topic of financing for the SDGs.
Representatives from Government, business, investor groups, the UN and Global Compact Local Networks relayed lessons learned and best practices, opening up new dialogues and approaches to advance the SDGs at the national level. In particular, Governments and investors agreed about the need to align private investments with SDG country plans.
In her opening remarks, Lise Kingo, CEO & Executive Director of the UN Global Compact, said, “The 17 SDGS are about people, planet and prosperity. It will be a true global transformation that humankind have never seen before, and we only have 12 years to get the whole thing right.” She continued: “It all hinges on connecting the SDG country plans with the private sector and investments to redirect finance toward the 2030 Agenda. In this work, the private sector is crucial.”
Luis Fidel Yáñez, Officer-in-Charge at ECLAC, underscored the importance of all actors aligning strategies on SDG targets and indicators to maximize impact. “A multi-stakeholder approach is the key to success. All key players must be engaged to implement the 2030 Agenda. We depend on this kind of strong partnership,” said Yáñez.
Throughout the event, the role and work of Global Compact Local Networks as the initiator of dialogues and a convenor of diverse stakeholders was frequently returned to. Mauricio López, Executive Director of Global Compact Network Colombia and Vice President, of ANDESCO, described how the Local Network works to enhance relationships between all stakeholders.
“We worked every day on spreading knowledge about the SDGs. I went to 96 conferences evangelizing the SDGs; and we became the natural body for the Government to implement the SDGs. Working together builds trust. We will have to build a language and indicators for the private sector to deal with the Global Goals,” he said.
During the discussion, it became clear that Governments play a crucial role in making the SDGs relevant to all stakeholders, including business, investor groups, civil society and local communities.
One example from the state of Paraná in Brazil stood out. The local government in Paraná have decided that all government money spent on procurement should go to companies that have an SDG strategy. Silvio Barros, Secretary of State of Paraná, explained the Government’s decision like this: “All the states’ investments are tied to specific Goals. We are also directing all the purchasing power of the state to companies and investments, that are tied to the Goals. Actually, we do not see any reasons why we should spend public money in companies that are not supportive of the [Ten Principles of the] UN Global Compact and the SDGs. We can direct our purchasing power to the achievement of the 2030 Agenda,” said Barros.
At the event, UN Global Compact launched a new report, Global Compact Local Networks: Accelerating National SDG Implementation, showcasing how Local Networks can help drive action and collaboration to close the gaps between where we currently are and where we need to be by 2030, the deadline for achieving the SDGs.
The financial sector urges Governments to finalize standards for measuring the impact of investments
The second panel at SDG Country Plans focused on mobilizing private capital for sustainable business, and engaged a high-level panel of Government officials and representatives from the financial sector.
H.E Saher Naser, Minister of International Cooperation and Investment in Egypt, described a range of initiatives and incentives taken by the Egyptian Government to attract more private capital.
“We have various kinds of awards and different incentive packages to ensure that the private sector can play role in achieving the SDGs. We need private investments alongside the Government, and it’s important to get the international financial institution community on board, so it’s not only the local finance sector and Government who invest with SDGs in mind,” said Naser.
H.E. Phillip Fox Gough, Minister Counsellor, Government of Brazil, opened the discussion about how Governments can improve their communication on the Voluntary National Reviews (VNRs) to the investor community. “There [are] a lot of interesting elements in the VNRs, but they are not communicated well. We are saying a lot of good things about what Governments do. It would be useful for investors if we focused a lot on identifying the gaps and challenges,” he said.
The interest from the financial sector in measuring the impact of investments was clear. Gavin Power, Executive Vice President and Chief of Sustainable Development and International Affairs at PIMCO, talked about the interest of investors in investing in the SDGs at the country level and highlighted the need for government to better define and package investment opportunities for the markets.
“We are seeing a profound transformation in finance sector where mainstream investors are looking to invest at scale in this area... In order to maximize the opportunities, we should work with Governments on investment targets, impact and change at scale. The UN has such an essential role to play in getting the actors together as a deal maker,” Power said.“It’s time for ‘SDG Bonds’ to move into the social areas — not just ‘green’ bonds — such as food and health, housing… If Governments build it, we [investors] will come.”
Maria-Aimee Boury, Managing Director, Impact Based Finance at Societe Generale Corporate and Investment Banking, talked about the need for a stable policy environment for investors.
“The key for us when we make a decision is the predictability. We would like to see the same level of commitment and predictability from the Governments and the municipalities into the project they have chosen as their priority. Governments need to commit to facilitate, which also means fast tracking, giving information and pushing for the projects, and continuing also if the Government changes,” said Boury, who also suggested optimistically that the private investments needed to advance the SDGs are actually within reach.
Before the event at the Spanish language and cultural centre Instituto Cervantes, the UN Global Compact hosted a well-attended lunch for representatives from the Group of G77 and China in order to update them on how Global Compact Local Networks have been mobilizing the private sector and UN system at the local level to help advance national priorities.
About the United Nations Global Compact
The United Nations Global Compact is a call to companies everywhere to align their operations and strategies with ten universally accepted principles in the areas of human rights, labour, environment and anti-corruption, and to take action in support of UN goals and issues embodied in the Sustainable Development Goals. The UN Global Compact is a leadership platform for the development, implementation and disclosure of responsible corporate practices. Launched in 2000, it is the largest corporate sustainability initiative in the world, with more than 9,500 companies and 3,000 non-business signatories based in over 160 countries, and nearly 70 Local Networks.
For more information, follow @globalcompact and visit www.unglobalcompact.org.
UN Global Compact
+1 (212) 907-1301
KEYWORDS: UN Global Compact, Global Compact, Global Goals, Global Goals Local Business, Local Networks, UNEP FI, PRI, ECLAC, Lise Kingo, Luis Fidel Yáñez, Silvio Barros, H.E Saher Naser, H.E. Phillip Fox Gough, Gavin Power, Maria-Aimee Boury, VNRs, HLPF, SDGs, G77, Financial Innovation for the SDGs
Are EVs costly? Do the batteries need to be replaced frequently? Busting those misconceptions and more.
With gas prices rising, is there an electric vehicle (EV) in your future? A survey released in May by the American Automobile Association found that 20 percent of Americans said an EV would be the next car they buy. That’s up 5 percent from 2017.
Gas prices nationwide are about 70 cents higher than their 2017 lows and $1.20 higher than their three-year lows, a 71 percent increase. When gas prices rise, so does interest in EVs. But to many people, EVs are a mystery. Many respondents in the AAA survey were concerned about finding charging stations and running out of a charge. Here are five myths about EVs and the facts that bust them.
Myth No. 1: Electric vehicles are expensive
Reality: Numerous EV models are competitively priced at $37,000 and less, including the Chevrolet Bolt, Chevrolet Volt, Ford Fusion Energi and Tesla Model 3. Models at $30,000 or less include the Nissan LEAF and Toyota Prius Prime. Used EVs, including the LEAF and Volt, are available for under $15,000.
EVs are cheaper to operate and maintain than combustion engine vehicles. For example, a 60 kilowatt-hour (kWh) EV with more than 230 miles of range is less than $8 to charge at residential rates throughout Duke Energy’s territory. That results in annual fuel savings between $500 and $2,000, depending on mileage. Maintenance costs for EVs, especially battery electric vehicles (BEVs) are lower because they have far fewer moving parts, regenerative braking that reduces wear on brakes and don’t need oil changes.
There’s also a $7,500 federal tax credit for buying new EVs.
Myth No. 2: EVs are not practical
Reality: Battery electric vehicles can go 124 to 335 miles without recharging depending on the vehicle. The average American drives around 30 miles per day. Manufacturers also make plug-in hybrid EVs such as the Chevrolet Volt, which goes 53 miles on battery power and has a combustion engine that provides range like a normal gas car.
A growing fast-charging network makes road trips practical in BEVs. Most fast chargers produce 50 kilowatts (kW), which charges 100 miles of range in less than 30 minutes. Tesla has a nationwide network of 120-kW Superchargers that can charge 100 miles of range in 15 minutes. Superchargers are usually within 50 to 100 miles of each other near major highways and interstates, making countrywide travel in a Tesla practical. Duke Energy has a network of charging stations in North Carolina and introduced its Park & Plug network in Florida.
An average day’s driving of around 35 miles can be recharged at home in a couple of hours using a 240-volt plug (the same plug a clothes dryer uses) and charger. Charging a 110-volt standard U.S. outlet would take longer, about 4 miles per hour.
Myth No. 3: EVs are slow
Reality: EVs provide instant acceleration with 100 percent of torque available immediately and no gear changes, resulting in superior acceleration from a stop. Tesla’s vehicles go from 0 to 60 mph in under 6 seconds with the Tesla Model S P100D clocking 2.5 seconds, making it one of the fastest production cars in the world. The Chevrolet Bolt goes from 0 to 60 mph in 6.5 seconds. EVs handle extremely well with batteries stored evenly below the floorboard providing a low center of gravity and ideal balance.
Myth No. 4: EVs pollute more because of emissions from electricity generation
Reality: Traditional combustion engine cars average less than 25 miles per gallon (mpg) while EVs get an average of 75 mpg equivalent including emissions from electricity production in North Carolina and South Carolina. EVs are more than twice as clean as combustion engine vehicles in the rest of Duke Energy’s service territories. That will continue to improve as the power sector continues to reduce emissions. Also, EVs are the only kind of car that get cleaner the longer you drive them.
Myth No. 5: EVs require expensive battery replacements
Reality: U.S. automakers are required to warranty EV batteries for a minimum of eight years or 100,000 miles, whichever comes first. Many EV battery packs have lasted more than 200,000 miles with less than 10 percent degradation in power capacity.
Electric vehicle rankings
These vehicles earned AAA’s Top Green Vehicle award for 2018: overall, Tesla Model X 75D; subcompact, Chevrolet Bolt EV Premier; compact, Nissan Leaf SL; midsize, BMW 530e iPerformance; large, Tesla Model S 75; SUV/minivan, Tesla Model X 75D; best under $30,000, Kia Niro LX.
Click here to explore the Electric Power Research Institute's guide to electric vehicles.
KEYWORDS: Duke Energy, sustainability
Hy-Vee, Inc. Partners for the 38th Stop of Smithfield’s 2018 Helping Hungry Homes® Tour
DES MOINES, Iowa, July 19, 2018 /3BL Media/ – Smithfield Foods, Inc. and Hy-Vee, Inc. joined forces to donate more than 38,000 pounds of protein to the Food Bank of Iowa. Smithfield’s contribution was part of the company’s 2018 Helping Hungry Homes® donation tour. Now in the program’s 10th year, Helping Hungry Homes® is Smithfield’s signature hunger-relief initiative focused on alleviating hunger and helping Americans become more food secure. The donation, equivalent to more than 152,000 servings, will help families fight hunger across Iowa.
“At the Food Bank of Iowa, we gather and distribute nutritious resources to those who are struggling with food insecurity while building active partnerships to raise awareness of hunger within our communities,” says Michelle Book, president and CEO of the Food Bank of Iowa. “With the help of Smithfield and Hy-Vee, this donation will aid more than 175,000 Iowans fighting hunger.”
Smithfield and Hy-Vee representatives presented the donation to the Food Bank of Iowa at an event at the food bank this morning. Members of the organizations discussed food insecurity in the local community and the significance of this donation, which will provide protein throughout the food bank’s service area, including more than 50 counties in Iowa.
“This is another great way for Hy-Vee to help address concerns of food insecurity, and to continue our focus on the well-being of the communities we serve,” said Mark Luke, store director at the Mills Civic Hy-Vee who spoke at the event. “We thank Smithfield and the Helping Hungry Homes initiative for their continued generosity.”
This is the 38th large scale protein donation made by Smithfield to food banks across the country during its 2018 Helping Hungry Homes® tour. Since the program’s inception in 2008, Smithfield has provided more than 100 million servings of protein to food banks, disaster relief efforts, and community outreach programs nationwide.
“Smithfield Foods is dedicated to assisting communities across the country that are battling with food insecurity,” said Dennis Pittman, senior director of hunger relief for Smithfield Foods. “With this donation to the Food Bank of Iowa, we can further their efforts to provide nutritious and delicious food to the hungry people of Iowa.”
For more information about Smithfield Foods’ Helping Hungry Homes® initiative and a list of upcoming donation events, visit helpinghungryhomes.com.
About Smithfield Foods
Smithfield Foods is a $15 billion global food company and the world's largest pork processor and hog producer. In the United States, the company is also the leader in numerous packaged meats categories with popular brands including Smithfield®, Eckrich®, Nathan's Famous®, Farmland®, Armour®, Farmer John®, Kretschmar®, John Morrell®, Cook's®, Gwaltney®, Carando®, Margherita®, Curly's®, Healthy Ones®, Morliny®, Krakus® and Berlinki®. Smithfield Foods is committed to providing good food in a responsible way and maintains robust animal care, community involvement, employee safety, environmental and food safety and quality programs. For more information, visit www.smithfieldfoods.com.
About Food Bank of Iowa
Food Bank of Iowa is a private, not-for-profit organization committed to its mission of providing food to Iowa children, families and seniors to lead full and active lives, strengthening the communities where they live. Food Bank of Iowa distributes donated food and grocery products through Iowa’s largest network of emergency food providers, consisting of about 500 partner agencies in 55 counties. Last year, Food Bank of Iowa distributed more than 13 million lbs. of food through a network of 500 partners, including food pantries, homeless shelters, schools, and more. To learn more, visitwww.foodbankiowa.org or find us on Facebook at www.facebook.com/foodbankiowa.
About Hy-Vee, Inc.
Hy-Vee, Inc. is an employee-owned corporation operating more than 245 retail stores across eight Midwestern states with sales of $10 billion annually. The supermarket chain is synonymous with quality, variety, convenience, healthy lifestyles, culinary expertise and superior customer service. Hy-Vee ranks in the Top 10 Most Trusted Brands and has been named one of America’s Top 5 favorite grocery stores. The company’s more than 80,000 employees provide “A Helpful Smile in Every Aisle” to customers every day. For additional information, visit www.hy-vee.com.
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Dalton Agency for Smithfield
Food Bank of Iowa
KEYWORDS: The Food Bank of Iowa, food donations, Smithfield Foods, csr
Employees who oversee the county’s infrastructure are using more electric cars to do their work
When the Los Angeles County Department of Public Works recently added some all-electric Chevy Bolts to its fleet of service vehicles, 14 brand new electric vehicle charging stations were waiting to charge them up.
Those charging stations were made possible by Southern California Edison’s Charge Ready program, a pilot that provides infrastructure for hundreds of EV charging stations at fleet parking lots, apartment and condominium complexes, schools, recreation areas and workplaces. The program also gives participants rebates to help pay for the charging stations themselves.
Charge Ready works with government agencies, universities, hospitals and businesses to install electric car charging stations where people leave their cars for a few hours.
“In California, the transportation sector represents the largest near-term opportunity to reduce greenhouse gas emissions and air pollution,” said Katie Sloan, SCE director of Transportation Electrification. “Electrifying fleets, including cars and trucks, will be key as we make the transition to a clean energy economy.”
The Los Angeles County Department of Public Works, which has a $2.7 billion annual budget, is responsible for maintaining an infrastructure that includes everything from traffic signals to airports to water supply for the most populous county in the nation.
“Many of the agency’s 3,700 employees have to drive around the county to do the work necessary to build, operate and maintain all that infrastructure,” said Keith Lehto, Public Works assistant deputy director.
Of the 165 sedans in the department’s fleet, 22 of those are electric, Lehto said. In addition to the 14 new Chevy Bolts, which have a range exceeding 200 miles, the department purchased five Ford C-MAXes and three Ford Fusions last year. And two more Bolts and 27 plug-in hybrids are still on the way.
Sean Skidmore, Public Works environmental compliance coordinator, said the experience with Charge Ready could not have gone better.
“From the initial entry into the program, through the project design, and through completion of the infrastructure phase, SCE has proven to be a highly professional and reliable partner with whom we look forward to working with in the future,” Skidmore said.
David Ford, an SCE Government Relations advisor who recently toured the newly completed Charge Ready site at Public Works headquarters in Alhambra, said SCE was happy to partner with the department toward helping California meet its greenhouse gas and clean air goals.
“Charge Ready gives SCE customers like the Los Angeles County Department of Public Works more options for installation of charging for their fleets, as well as in customer and employee parking areas,” Ford said.
The department has also applied for Charge Ready funding for workplace charging stations for headquarters employees, 115 of whom have expressed interest in buying EVs. The agency is also seeking alternative fuel options for its 1,170 light- and medium-duty trucks, vans and SUVs.
KEYWORDS: Los Angeles County Public Works, Southern California Edison, Edison International, Charge Ready, charging stations
New leadership positions organization for significant growth to reach and empower even more farmers and workers around the globe.
SOURCE:Fair Trade USA
OAKLAND, Calif., July 19, 2018 /3BL Media/ – Fair Trade USA, the award-winning social enterprise and leading certifier of Fair Trade products in North America, welcomes Mark Gunton as Chief Operating Officer, Nancy Girouard as Chief Financial Officer, Anna Banks as Chief Marketing Officer and James White as Chairman of the Board. These new hires underscore the organization’s commitment to foster a culture of innovation, drive efficient operations and expand impact on farmers and workers around the world.
“This is a historic moment for our organization. We’re celebrating the positive impact we’ve had on the lives of millions of farmers, workers and consumers over the past 20 years and we’re making ambitious plans for the next 20,” said Paul Rice, Founder & CEO of Fair Trade USA. “We are confident that Mark, Nancy, Anna and James' collective experience will round out our leadership team, bringing new energy and fresh ideas to the organization as we scale our market-based approach to sustainability.”
Since its launch in 1998, Fair Trade USA and its partners have generated over $500 million in additional income for farmers and workers in more than 45 countries worldwide, allowing them to keep their kids in school, care for the land and steadily improve their livelihoods. Fair Trade USA is now poised to go to scale, investing significant capital in global expansion. The new leadership is an important component of this growth strategy that aims to generate $1 billion in impact for farmers and workers by 2022.
Mark Gunton, Chief Operating Officer
Mark Gunton, who joined Fair Trade USA in July, leads the executive team, oversees daily operations, and directs the execution of the organization’s growth strategy.
Mark’s interest in international development began during his undergraduate studies at the University of East Anglia in the UK. In 2005 he co-founded the North Star Alliance, a network of roadside clinics that provide healthcare to vulnerable communities across 10 countries in Africa. More recently he was the CEO of the Clinton Giustra Enterprise Partnership and pioneered a shared-value approach to poverty alleviation based on the creation and replication of a portfolio of social businesses that bring small producers in developing countries into the high value supply chains of large food manufacturers and retailers.
Prior to this Mark spent 28 years in business and finance roles at Fortune 500 companies, including as Managing Director of a $1 billion unit at TNT spanning North America, South America, Africa and parts of Asia, and as CFO of a global logistics business. He is a Fellow of the Chartered Association of Certified Accountants, and he has lived and worked in five countries on four continents.
Nancy Girouard, Chief Financial Officer
Nancy Girouard, who joined Fair Trade USA in April, brings a commitment to helping ethically-grounded enterprises grow to profitability and success.
Prior to joining Fair Trade USA, Nancy spent four years at Sycle.net, manufacturers of audiology software that helps people improve their quality of life through improved hearing. As Sycle's CFO, Nancy brought the company to consistent profitability, sustainable headcount growth and financial excellence which led to its successful exit to Cochlear in May 2017. She has also worked at RelayHealth (exit to McKesson), and Joyent (exit to Samsung).
Nancy was raised in a farming community in Quebec. She earned an MBA at the University of San Francisco, followed by her California CPA license. Nancy is Co-Chair of the CFO Leadership Council San Francisco Chapter, which is a non-profit professional association dedicated to empowering senior level financial executives. Nancy also volunteers as an industry screener and advisor with Astia, a non-profit Venture Capital and Private Equity organization that provides financial access to women-led, high-growth startups.
Anna Banks, Chief Marketing Officer
Anna E. Banks, who joined the organization in May, has more than 25 years of marketing leadership experience that has spanned companies large and small from tech to tennis shoes and consumer packaged goods to African couture. She spent several years as a Senior Director at Walmart.com, leading marketing across Category, Campaign and Consumer Segment teams. With a specialty in digital marketing, Anna brings expertise in strategy development, consumer insights, marketing ecosystem design, content and influencer programs and CRM. At Fair Trade USA, she will turn her skills towards bringing greater equity to an imbalanced global economy through consumer activation.
Anna, a San Francisco native, is a member of angel investing network Pipeline Angels, which focuses on social entrepreneurship ventures founded by women; serves on the board of an independent K-8 girls school; and is a former board member of the Museum of the African Diaspora in San Francisco. She earned an MBA from Harvard Business School and an AB from Harvard College with a double major in Sociology and Visual & Environmental Studies.
James White, Chairman of the Board
James D. White is the Executive Chairman at Bradshaw International and the former Chairman, President and CEO of Jamba Juice, a leading global healthy lifestyle brand. Prior to his tenure at Jamba Inc., White held executive and management positions at Fortune 500 companies including Safeway Stores, the Gillette Company, Nestle-Purina, and Coca-Cola. He currently serves on the Boards of Callidus Cloud and Adtalem Global Education, and previously on the boards of Panera bread, Hillshire Brands and Keane, Inc. His non-profit board experience includes Directors Academy and Conscious Capitalism, Inc. White previously served on the boards of the NASDAQ Entrepreneurial Center, GenYouth Foundation and the Network of Executive Women.
White is a passionate champion for diversity and inclusion and has been recognized with numerous awards including the American Heart Association Corporate Citizen Award in 2014 and Junior Achievement’s Northern California Lifetime Achievement Award in 2013. In 2010, the San Francisco Business Times named him the Bay Area’s Most Admired CEO.
About Fair Trade USA
Fair Trade USA is an internationally-acclaimed social enterprise that promotes sustainable livelihoods for farmers and workers, protects fragile ecosystems, and builds strong, transparent supply chains in partnership with over 1,300 leading brands and retailers. Its trusted Fair Trade Certified™ seal signifies that rigorous standards have been met in the production, trade and promotion of Fair Trade products from countries across the globe. Recognized as a leading social venture by the World Economic Forum, the Skoll Foundation, Fast Company and Ashoka, Fair Trade USA also provides critical capacity-building programs at origin and educates consumers about the power of their purchases. Visit www.FairTradeCertified.org for more information.
Fair Trade USA
KEYWORDS: new hires, fair trade, Oakland, business growth, Women in Finance, Fair Trade USA