Big data and data analytics are terms used increasingly to describe the current state and future opportunities of enterprise energy management. To gain greater insight, GreenBiz Group, in partnership with Siemens Building Technologies, surveyed energy managers from large corporations, hospital systems, governments and educational institutions.
The results highlight the early nature of using big data analytics for enterprise-level energy management and identified three common misconceptions. Join us for a discussion about how organizations are leveraging big data for energy enterprise management. During this webcast, you’ll learn:
- Three common misconceptions are about using big data analytics for enterprise-level energy management
- How to manage data quality and quantity to take “big data” and turn it into actionable information
- Immediate actions energy managers can take today to advance their big-data analytics program
Bob Dixon, Vice President of Industry Affairs, Siemens Infastructure & Cities
Bob Dixon serves as the Director of Industry Affairs, Building Performance & Sustainability for Siemens Industry, Inc – Building Technologies Division. He is responsible for strategy development, market positioning, and Industry Leadership on efficiency and sustainability in buildings.
Dixon serves on the Board of Directors for the National Association of State Energy Officials, served as the Vice Chair for the Alliance to Save Energy, and is a past president of National Association of Energy Service Companies. Previously, he served as the Senior Vice President, Global Head, Energy and Environmental Solutions for the Building Technologies Division and was the first designated Senior Principle Expert for the 39,000 employee Building Technologies Division.
Dixon earned his Bachelor of Science degree in Mechanical Engineering from California Polytechnic State University in San Luis Obispo, California, and is a graduate of the Minnesota Executive program at the University of Minnesota.
Chris Brophy, Vice President, Corporate Responsibility, MGM Resorts International
Chris Brophy is the Vice President of Corporate Sustainability for MGM Resorts International. In this capacity, Chris has a leadership role in developing, executing and communicating the company’s programs for environmental responsibility. Chris also oversees the planning, analysis, and capital budget management for energy conservation projects at all MGM Resorts International properties, and is responsible for the company’s Greenhouse Gas Emissions inventory and reporting.
Before joining MGM Resorts International in his current role in 2007, Chris was the Director of Technology Projects and Operations for The Breakers Palm Beach, a luxury resort and club in Florida. In this role, he managed strategic technology and operational initiatives for departments throughout the organization. In addition, Chris oversaw financial reporting and budgeting for the Technology Services Division, as well as the capital budget for all technology investments at The Breakers. He previously served MGM as a Senior Associate in Corporate Strategy.
Chris earned his Bachelors and Masters of Business Administration degrees from the University of Arizona and the University of Arizona Eller College of Management.
John Davies, Vice President & Senior Analyst, GreenBiz Group
John Davies is vice president and senior analyst at GreenBiz Group, heading up independent research regarding green strategies and business operations and the sustainability profession. Davies also leads the GreenBiz Executive Network, a member-based, peer-to-peer learning forum for sustainability professionals.
Tags: Topics: Tuesday, January 6, 2015 - 1:00pmSponsored by: SiemensWebcast URL: Register Here
This piece was originally published in the autumn issue of Radar Magazine – Issue 05: Unusual Activists.
Society always will need medicines, and medicines always will require heavy investment in research and development. But signs indicate the pharmaceutical sector’s customers — governments, insurers, foundations and patients — are increasingly not willing or able to pay as much for its products. The $84,000 price tag for Gilead’s new Hepatitis C drug and the soaring price of vaccines in the United States has left many asking, “How much is enough?” Despite more tightly controlled pricing in Europe, pressure for drug price reductions also is mounting.
The existing margin-based pharmaceutical model neither will continue to yield traditional profits, nor will it meet the rapidly growing and changing demand for healthcare, particularly in relation to non-communicable diseases. Some new approaches are emerging, particularly in developing countries, such as GlaxoSmithKline’s low-margin, high-volume model that’s been applied in the 49 poorest nations. Yet overall, profits still rely heavily on established markets where the reimbursement system for cutting-edge products exists. Pharma companies remain focused on making the existing business model continue to yield expected profit levels and are failing to see opportunities for business growth elsewhere.
The business case for prevention
A recent report by The Vitality Institute — founded by South Africa’s largest health insurance company — estimates potential annual savings in the United States of $217 billion to $303 billion on healthcare costs by 2023 if evidence-based approaches to NCD prevention are rolled out.
At an estimated global cost of illness of nearly $1.4 trillion in 2010 for cardiovascular disease and diabetes alone, there is a market for prevention. In the U.K., the National Health Service spends 10 percent of its budget on treating diabetes, 80 percent of which goes to managing (partly preventable) complications. Reducing disease incidence represents a considerable value to governments, insurance companies and employers.
Some sectors are already eyeing the value of this market. Food companies such as Nestlé and PepsiCo are refocusing their brands around health and wellness. Mobile health has the potential to move us as a society from treating disease to preventing disease. Companies such as GE, Google, Samsung and Apple are investing in wearable technology and devices that can monitor health — from heart rate and blood pressure to blood sugar and cholesterol. Google is partnering with pharma company Novartis to develop and market “smart contact lenses” that can help measure glucose levels. The launch of the Apple Watch, with a big focus on health monitoring, is a significant step towards mainstream technologies that could enhance healthcare. While the growth of this market may be slowed by issues around data, privacy and maintaining use of the device, some estimate that the industry could be worth $3 trillion a year in the U.S. alone.
Some pharma companies are starting to focus on prevention, such as Novo Nordisk’s Changing Cities Diabetes, which looks at effective ways of addressing the diabetes burden at city level. The International Federation of Pharmaceutical Manufacturers & Associations and the International Federation of Red Cross and Red Crescent Societies have announced a partnership on NCD prevention to design a behavioral change-based toolkit.
But the general view in the sector is that prevention lacks a strong business case and is not a revenue generator. Companies are generally reluctant to raise their voice on, or to own, the issue; prevention continues to be seen as government’s responsibility.
Creating the prevention market
Innovative financing mechanisms such as Social Impact Bonds (SIBs) may offer a mechanism by which the market can be created by shifting incentives in the system. Since the launch of the first SIB aimed at reducing recidivism in Peterborough prison in 2010, 16 SIBs have been commissioned in the U.K. attracting a (still modest) total capital of $40.7 million to date.
SIBs secure investment for the implementation of interventions that aim to deliver improved social outcomes. Applied to primary or secondary preventative efforts, a specific intervention — to avoid complications that are costly to treat — would, if achieved, result in a pay-out lower than the cost of treatment would have been to the state, but high enough for the investor to want to take on the risk. It holds the potential to be a win for everyone involved: government; taxpayer; investors (which could include corporations such as insurance companies or healthcare companies); and individuals.
Some examples of SIBs modeled around preventative healthcare are starting to emerge, particularly in the United States at a small scale, such as an initiative in Fresno, Calif., focused on prevention of asthma-related complications. Challenges include scaling SIBs by making them attractive to mainstream investors, proving and attributing health outcomes, and the timeline of the return on the investment. Nonetheless, bright and willing minds will be able to overcome these obstacles or innovate to devise a different financing mechanism.
Intervention needs collective action
Delivering successful interventions will require a whole host of stakeholders to come together, especially when it comes to primary prevention to achieve behavior changes such as quitting smoking or changing diets. A model based on collective action is the only proposition that would be robust enough to deliver desired outcomes and stand a chance of warranting monetization of prevention efforts. To encourage lifestyle changes, potential partners in the private sector may include food companies, retailers, insurance providers, education services and tech companies.
Mike Barry of Marks & Spencer predicted, “The economy we have today in vertical silos — a banking industry, pharmaceutical industry, food industry — will collapse. If we think what the ‘food sector’ will look like in 10 years’ time, I can see pharmaceutical, well-being and food colliding together to create personalized products for the marketplace.”
Who will lead the effort to develop the market for prevention? Healthcare companies are a logical leader, but like businesses in other sectors who are rethinking their models, it requires taking a different lens to core competencies, relationships and business partners.
Healthcare companies must consider what part of disease prevention can be addressed with the core competencies held by their business. These companies hold a wealth of data that could be used to deliver and prove more effective health outcomes in society. They also have very strong relationships with healthcare professionals, and current sales and marketing practices and incentives are not making the most of these. Finally, governments are pharma companies’ primary customers in many markets; there is an existing relationship that many other sectors lack and this could be the basis for more meaningful collective action in preventative healthcare.
Disease prevention is an enormous societal need and a potentially lucrative market. If the pharmaceutical companies don’t step up to explore it, companies elsewhere will.
William Wordsworth was right when he said, “Nature never did betray the heart that loved her.” Nevertheless, the cold, dark days of winter can still get the best of even Nature’s most tenderhearted admirer. What’s one to do? We here at Chelsea Green have concocted the perfect cabin fever remedy with our suggested winter reading […]
Reporting on an unsustainable business model
As I was reviewing the selections for “best report” for Corporate Register’s 2015 Reporting Awards I found myself thinking, enough is enough. The most recent round of finalists includes British American Tobacco (BAT). It is true that the company is doing progressive things and has long been used as an example of a highly transparent company in a challenging industry. But if we want to create a sustainable future, can we continue to give plaudits to companies that lead in transparency and disclosure yet have fundamentally unsustainable business models?
Good reporting focuses on the business model
A sustainability report is a reflection of a company—its purpose, its impacts and, ideally, its role in a flourishing future. An excellent report focuses on the core business model and how it generates value. The idea of value creation has been evolving as we seek to align business’ role in society with the needs of current and future generations, and within ecosystem limits. We see new language emerging to describe value, ranging from a list of a company’s “values” to more technical phrasing such as the IIRC’s “capitals.” Whatever the word choice, this gets at the point that there is more to “value” than money.
To continue picking on BAT for a moment, at the core of their corporate vision is “to satisfy consumer moments in tobacco and beyond.” With this purpose at the center, does the business model bring net value to society? Is this offer part of a sustainable future? I would suggest the very obvious answer to these questions is, “No.” Having a chapter in the report dedicated to “creating shared value” does not get around this fact.
Transparency reveals opportunities to evolve
The level of transparency needed goes far beyond reporting; it requires a willingness to explore, describe and address the basics of the business in a manner that considers the company’s role in a sustainable future. This is a fundamental level of transparency beyond describing programs and tactics. It means shedding light on how the business makes money, and how it creates (or diminishes) value for stakeholders now and into the future. And it requires real leadership where fundamental issues are revealed through the process.
There is some exciting evolution in the area of business model innovation, and it is being reflected in sustainability reports (and our research). Companies like aluminum products manufacturer Novelis are pioneering the circular economy and describing it well in their report. Brazil’s pulp producer Fíbria is using external engagement and a deeper exploration of externalities to evolve its business model, which it describes in great detail in its report. These companies are just two examples of global firms who have acknowledged—at the most senior level—that companies need to address unsustainable elements of their business model to deliver value to society into the future.
No more lipstick on a pig
If those involved in sustainability reporting don’t want to be accused of putting lipstick on a pig, they would do well to use their transparency efforts to inform decisions and drive meaningful change. If the company’s business model is a sustainable one, then reporting can deepen engagement, share learning and help a company lead by example. If the business model is not sustainable, then reporting needs to highlight the fundamental issues—an uncomfortable exercise but an important one, nonetheless—to inform ways to evolve and deliver real value and to let go of what simply does harm. That would be effective transparency. Not to be confused with award-winning reporting.
Looking for something on your holiday shopping list? Look no further; we’ve got the book for you! Shop our online bookstore and find that perfect gift for your friends and family. But hurry, there are only a couple of days left to ensure it arrives by Christmas. You’ll find the right gift for anyone, from […]
Whether you’re keen on learning more about the secretive lives of black bears or how to unlock the secrets of political framing, two recent Chelsea Green books are now available in audio so you can listen in the car, at home, or wherever you prefer. To sample the audio of either book, check out the […]
As we look back on the year almost finished, we’ve started to take stock in what our community has found most useful to them. If it’s one thing (or two) we know about our readers, it’s that they love growing food and getting their hands dirty. How can we be so sure? Six of our […]
Uber isn’t in the taxi business. It’s not even in the tech business. It’s in the “trust” business. That is, it’s in the business of building trust between strangers. And if it can’t figure out how to do that, it will fail.
Uber’s “UberX” program hit a horrifying bump in the road this week, as one of its drivers in Delhi allegedly raped a female passenger. The incident earned the company a complete ban throughout the Delhi region, and is sure to send shockwaves through a much broader global community of users and potential users of UberX.
For all its success, Uber has had plenty of troubles. It’s been accused of anti-competitive behaviours. It’s been accused of privacy violations. Some of these problems can be overcome through smarter use of technology — and after all, that’s what Uber is supposed to be good at. But it’s important to see that the key to Uber’s success isn’t its mobile app. It’s the ability to get strangers to trust each other. If Uber wants to keep its recent $40 billion valuation, it’s going to have to figure that out.
Because commerce — all commerce — relies upon trust.
When I hop into a taxi, I’m not just getting a ride to a destination. I’m getting an exchange of trust. Think about it: I’m getting into a car with a stranger. But the branding of the cab company, plus the municipal licensing, give me some assurance that a) I’m going to get where I ask to go; b) I’ll arrive there alive; and c) I’ll be given the correct change even if I fail to count it. Uber got big by leveraging that pre-existing trust that most of us have in taxis.
The key question, then, is whether Uber will be able to sustain that trust.
I should add that it’s not just about customers. Trust has to be built and maintained with drivers, too. I spoke to one Uber driver recently who said that some drivers have left Uber because of how the company has treated them. He suggested such drivers feel that in introducing UberX, the company has effectively turned its back on the professional drivers that built the brand. Maybe the company doesn’t care about the professional drivers — maybe its long game lies with UberX. But if informed and experienced professional drivers don’t trust Uber, it’s hard to see how amateurs are going to do so.
So, Uber needs two things in order to build and maintain trust.
First, it needs to make smarter use of the technology at its fingertips. Some of that is already in place — simple, trustworthy financial transactions are clearly a key component of the company’s success to date. But it also needs to assure users that, for example, the company can be trusted with the vast amounts of data it gathers on their travel behaviour. Finally, the company needs not just the technical infrastructure of trust, it needs to engage in the behaviour that will signal to users that the company is here to stay, here to be trusted, here to be a reliable and trustworthy service provider for the long run.
As you prepare to celebrate with friends or sit down with family this holiday season, it’s good to know what kind of wine to serve on the right occasion with the right meal, right? Deirdre Heekin, wine maker and author of An Unlikely Vineyard, is here to share some of her favorite wines along with […]
The grand jury in Ferguson, Missouri failed to indict police officer Darren Wilson for the shooting of unarmed teenager Michael Brown. Then a grand jury in New York failed to indict Officer Daniel Pantaleo in the choking death of Eric Garner.
This isn’t just a matter of two high-profile cases in a row. Generally, grand juries are reluctant to indict cops. Not just reluctant overall, but comparatively reluctant. Because generally, grand juries do indict the people brought before them. Indeed, statistically, it is incredibly uncommon for grand juries to fail to indict. In 2010 (the most recent year for which data exists) U.S. attorneys prosecuted 162,000 cases, and failed to get indictments in just 11 of those cases. But grand juries don’t like to indict cops.
And there’s a certain logic to that reluctance. Police officers generally have a tough job. They are issued deadly weapons and asked to insert themselves into situations that the rest of us want desperately to avoid. This clearly requires a lot of situation-specific judgment. Most outsiders don’t understand the principles of modern policing, nor the challenges presented by life “on the street.” It’s easy to imagine — even absent any conspiracy theory and minus any accusations of racism — why a grand jury, and the prosecutor that guides it, might be reluctant to indict a cop.
This reluctance is part of a general pattern in society. There are circumstances in which outsiders generally are and generally should be incredibly reluctant to judge. Courts are generally quite reluctant, for example, to second-guess the work of licensed professionals. A court won’t typically tell a surgeon she’s done sloppy work, even if the patient died, unless credible expert witnesses — namely other surgeons — swear that the surgery didn’t meet their profession’s own standards. What if those standards are themselves flawed? Here, too, courts are generally reluctant to intervene. Professions like medicine, nursing, and engineering are effectively given monopolies over fields of practice because (or so the story goes) their work is so complex, and requires such nuanced judgment, that only the members of the profession itself are qualified to set standards and to adjudicate violations.
This reticence to judge extends to the business world, too. Under the “business judgment rule”, courts (in Canada, the US, the UK, and elsewhere) are generally reluctant to tell a corporation’s board of directors that they’ve failed in their duty of care vis-a-vis shareholders, because the court lacks the competency to do so. So long as the board is found to have taken suitable care in their decision making process, the substance of their decision will not be second-guessed.
But there’s a proviso, here, a limit. Reluctance to judge from the outside doesn’t imply a license to kill, either figuratively or literally. The set of circumstances in which outsiders should be reluctant to judge the behaviour of a powerful occupational group is pretty strictly limited to circumstances in which the members of that group do a good job of monitoring their own behaviour and enforcing standards that serve the public well.
This means that any group — any group — that wants to be left to set its own standards, and to be largely free from external scrutiny, needs to work incredibly hard to set and enforce suitable standards internally. There are lots of ways of doing that, including codes of conduct, training, mentoring, and so on. Also useful is a general obligation on the part of members of the profession to call out other members who violate the rules. But tight self-regulation is the quid pro quo. Fail at that mission, and you are going to find the public sticking its nose in. This applies to boards who want to be free from meddling shareholders, accountants who resent intrusive financial regulations like those embodied in Sarbanes-Oxley, and cops who think the public just doesn’t understand.
Omnex, an international consulting, training and software development organization headquartered in Ann Arbor, MI. is delighted to welcome Dr. Wayne Visser to their global team as Vice President of Sustainability Services.
“Every major corporate social responsibility (CSR) and sustainability code and standard talks about embedding,” says Visser. “I believe the best way to do this is by Creating Integrated Value (CIV) – a new methodology that combines Omnex’s deep experience in management systems implementation with my own work on innovation and transformation to achieve sustainable futures.”
Chad Kymal, CTO and Founder of Omnex, says “Omnex is very excited to add a global subject matter expert of the caliber of Dr. Wayne Visser. Under his leadership, Omnex will provide leading edge training and consulting for our clients interested in the fast-changing fields of corporate responsibility, sustainability and creating integrated value (CIV).”
Fast Company Magazine claims that "anyone interested in CSR will eventually come across Wayne Visser. He is very active in the field, and offers a unique and candid voice on the topic." CSRWire calls him "one of the most prolific, creative and original thought leaders on CSR and author/editor of books on the subject".
Visser is best known for his books and keynote speeches on sustainable business and his work as Director of the think tank Kaleidoscope Futures and Founder of CSR International. In addition, Wayne is Transnet Chair of Sustainable Business at the Gordon Institute of Business Science in South Africa, Adjunct Professor of Corporate Responsibility at Deakin Business School in Australia and Senior Associate at the University of Cambridge Institute for Sustainability Leadership in the UK.
A variety of sustainability courses and consulting services are now available through Omnex. For more information, e-mail email@example.com or call +01-734-761-4940.
Omnex is an international consulting, training and software development organization specializing in management system solutions that elevate the performance of client organizations. Omnex provides consulting and training services in Quality, Environmental, and Health and Safety standards-based management systems like ISO 9001:2008, ISO 14001:2004, ISO/TS 16949:2009 and QOS. Omnex also leads the way with Lean, Six Sigma and other breakthrough systems and methods of performance enhancement, supported by Omnex Systems, LLC, providing software solutions for Enterprise Wide Quality Management Systems®.
MGM Resorts Employees Raise More Than 1.6 Million Pounds of Food for Three Square Food Bank in One of the Largest Food Drives in the United States
Employees of MGM Resorts International (NYSE: MGM) donated more than 1.6 million pounds of food to Three Square Food Bank this holiday season in one of the largest single-city food drives in the nation.
Three Square reported that MGM Resorts employees donated 1,610,461 pounds of food during the company’s fifth annual October food drive. Company employees well-exceeded last year’s donation of 922,161 pounds, setting a new record for the largest amount of food received in a single donation by Three Square. This unprecedented donation will provide 1,342,050 meals to the nearly 137,000 individuals Three Square serves monthly through its approximately 1,300 community partners. Experts estimate that 315,000 Las Vegas valley residents are food insecure.
“We cannot thank MGM Resorts and their hardworking employees enough for all they have accomplished this holiday season,” said Brian Burton, President and CEO of Three Square. “This is by far the most we have ever received in a single donation and I know the people in our community we serve each day will be so grateful to receive this support. Our partnership with MGM Resorts proves that by coming together, we can solve the hunger problem in Southern Nevada.”
“In this season of giving there is no greater way we at MGM Resorts can show our allegiance with our community than by joining with Three Square to combat food insecurity in our midst,” said Jim Murren, Chairman & CEO of MGM Resorts International. “I am extremely proud of the generosity demonstrated by my wonderful colleagues and hope we will continue breaking records with our Three Square donations until no one in our community suffers the pain of hunger.”
Three Square is a member of Feeding America, the largest hunger relief agency in the United States. Feeding America reported that the results of MGM Resorts’ food drive make it one of the largest in the nation based on quarterly reports from its 200 affiliates. Feeding America affiliates last year provided more than three billion pounds of food and groceries to food insecure families across the nation.
MGM Resorts and Three Square celebrated the record-breaking donation with a special ceremony today at the Three Square warehouse where the donations will be housed until distribution. MGM Resorts properties and corporate operations in Las Vegas vied in a friendly competition with the winning entity selected by calculating the number of pounds donated per employee. MGM Resorts’ corporate division employees won this year’s competition by their donation of 146.18 pounds of food per employee.
In addition to its annual food drive, MGM Resorts supports Three Square’s efforts year round through its corporate giving program, The MGM Resorts Foundation, and the employee volunteer program. In 2010, the “MGM Resorts Volunteer Room” at Three Square was created to recognize the continuous support provided by the company.
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About Three Square Food Bank
Established in 2007 to provide hunger relief, Three Square Food Bank offers wholesome, nutritious food to non-profit and faith-based organizations, schools and feeding sites that serve a wide range of Southern Nevadans. A national model project inspired by Founder Eric Hilton with a grant provided by the Conrad N. Hilton Foundation, Three Square is a community collaborative partnership with businesses, non-profit agencies, food distributors, higher education institutions, the Clark County School District, governmental entities, the media and thousands of volunteers to efficiently and effectively serve hope to those in our community struggling with hunger. Three Square currently provides more than 30 million pounds of food and grocery product – the equivalent of more than 25 million meals – per year to more than 600 Program Partners. Three Square is a member of the Feeding America network of food banks. For additional information visit www.threesquare.org. For the latest news and events on Three Square, visit www.facebook.com/ThreeSquareFoodBank and follow them on Instagram (@threesquarelv) as well as Twitter (@threesquarelv).
About MGM Resorts International
MGM Resorts International (NYSE: MGM) is one of the world's leading global hospitality companies, operating a portfolio of destination resort brands including Bellagio, MGM Grand, Mandalay Bay and The Mirage. The Company is in the process of developing MGM National Harbor in Maryland and MGM Springfield in Massachusetts. The Company also owns 51 percent of MGM China Holdings Limited, which owns the MGM Macau resort and casino and developing a gaming resort in Cotai, and 50 percent of CityCenter in Las Vegas, which features Aria resort and casino. For more information about MGM Resorts International, visit the Company's website at www.mgmresorts.com.
The Western Union Company and The Western Union Foundation today launched a million-dollar global business challenge to help fight the Ebola outbreak, and announced a multi-faceted program in support of community relief efforts.
“We are committed to helping the global communities we serve,” said Western Union President and Chief Executive Officer Hikmet Ersek. “Western Union encourages its Agents, Business Solutions clients, and other global business leaders to join us in supporting the people of West Africa during this time of need.”
Western Union Foundation Grants and Global Challenge:
Western Union is urging Western Union® Agents, Western Union Business Solutions clients and the entire global business community to drive donations toward Ebola relief efforts by providing a 1:1 match to all charitable donations supporting International Medical Corps and Save the Children to reach a total of $1 million in support. The Western Union Foundation match, up to $500,000, will benefit the International Medical Corps to support the treatment of current Ebola patients and training of local health-care workers, and Save the Children to support the diagnosis and early treatment of Ebola at the community level.
Western Union Consumer Activation:
Consumers worldwide also can donate online at www.westernunionfoundation.org, by clicking “Donate Now” and selecting “Ebola Outbreak Relief.” Donors may direct funds to either International Medical Corps or Save the Children.
In the United States, Western Union also has set up a no-fee Payments contribution account benefiting the American Red Cross to support Ebola relief efforts in West Africa. Donors in the United States can contribute by making a no-fee* Payments transaction at participating Western Union Agent locations, directed to the account, up to $5,000.
Donors need to complete the blue section on the Western Union form at retail Agent locations using company name “American Red Cross;” code city “REDCROSS DC;” and account number “Ebola Relief.”
Western Union Foundation President Patrick Gaston added, “The devastating Ebola outbreak is disrupting schools, businesses and daily life for people throughout the region. We are responding by supporting services that will help to curtail the spread of the disease.”
About Western Union
The Western Union Company (NYSE: WU) is a leader in global payment services. Together with its Vigo, Orlandi Valuta, Pago Facil and Western Union Business Solutions branded payment services, Western Union provides consumers and businesses with fast, reliable and convenient ways to send and receive money around the world, to send payments and to purchase money orders. As of September 30, 2014, the Western Union, Vigo and Orlandi Valuta branded services were offered through a combined network of over 500,000 agent locations in 200 countries and territories and over 100,000 ATMs and kiosks. In 2013, The Western Union Company completed 242 million consumer-to-consumer transactions worldwide, moving $82 billion of principal between consumers, and 459 million business payments. For more information, visit www.westernunion.com.
About the Western Union Foundation
The Western Union Foundation is dedicated to creating a better world, where the ability to realize dreams through economic opportunity is not just a privilege for the few but a right for all. Through its signature program, Education for Better, and with the support of The Western Union Company, its employees, Agents, and business partners, The Western Union Foundation works to realize this vision by supporting education and disaster relief efforts as pathways toward a better future. Our combined social ventures efforts make life better for individuals, families and communities around the world. Since its inception, The Western Union Foundation has paid more than $98.5 million in grants and other giving. These funds have been pledged to more than 2,729 nongovernmental organizations in more than 133 countries and territories. The Western Union Foundation, is a separate §501(c)(3) recognized United States charity. To learn more, visit www.westernunionfoundation.org.
CA Technologies (NASDAQ: CA) today released its latest Sustainability Report, Control+Shift. The report highlights the company’s continued efforts to apply flexible software solutions that improve efficiency and enhance sustainability, while delivering on its commitments to people, planet and profitability for shareholders.
“Sustainability is an essential pillar to the way we operate,” said Erica Christensen, vice president, Corporate Social Responsibility, CA Technologies. “We continue to make significant strides in this area through a host of companywide programs, leading by example and pursuing innovative solutions that advance sustainability for our company and our customers.”
This year, CA Technologies is reporting in accordance with the Global Reporting Initiative’s (GRI) G4 Core Guidelines.
Sustainability Report highlights include:
Customer Solutions – The CA Data Center Infrastructure Management (DCIM) solution is helping customers simplify operations to monitor and measure consumption and performance, manage power, mitigate risk and increase operational efficiency and security. CA customer Avnet reported a five-year cost savings of $18 million and a 10% improvement in data center power efficiency.
Strategic Alliances – Industrial manufacturer Eaton Corporation is working with the company to deliver a robust data center monitor, management and control solution in North America to increase operational efficiency and mitigate risk.
Inclusion and Diversity – By establishing a Global Inclusion Council, CA has improved its diversity and inclusion efforts to increase employee engagement, performance and workplace culture. With a goal to maintain at least a 75 percent employee engagement rate in its Employee Opinion Survey, the company exceeded its goal and received a 79 percent employee engagement rate.
Green Building/Leases – Since 2012, CA has increased its green office space by 85,000 square feet, totaling 415,000 square feet.
Operational Efficiency – Operational improvements, like lighting reduction, smart-spacing facilities and implementing efficiencies in data centers, have enabled CA to reduce its carbon footprint by 26 percent since 2006. In 2013, the company received a 90 out of 100 rating for its CDP disclosure score, up from 84 in 2012. By consolidating data center servers, CA was able to decommission 170, or 63 percent, of its servers, producing an annual savings of over 96,000 kWh and 140 metric tons of CO2 emissions.
CA was also named to the World and North American Dow Jones Sustainability Indexes, as well as the 2013 Global Compact 100 Index, an index that combines corporate sustainability and baseline financial performance.
Renewable Energy – CA sources wind energy for its offices in Framingham, MA and Darmstadt, Germany. The Framingham office also participates in the EPA’s Green Partnership program, which encourages organizations to use green power.
Waste/Water Management – The company has a corporate-wide global commitment to minimize its impact on landfills and reduce its water usage. By implementing a water management program, the Islandia, NY office used approximately 22.2 million gallons of water in 2013, compared to 26.7 million gallons the previous year.
STEM Education – Through memberships and partnerships with organizations including 100kin10, the Anita Borg Institute for Women and Technology, Boys & Girls Clubs of America, Change the Equation, Citizen Schools, the Clinton Global Initiative, DonorsChoose.org, NPower, PENCIL, Sesame Workshop and Year Up, CA Technologies has expanded its focus on advancing science, technology, engineering and math (STEM) learning. Demonstrating his personal commitment to these efforts, Mike Gregoire, CEO, CA Technologies, serves on the Board of Directors of NPower.
Employees Giving Back – CA continues to expand its volunteer efforts through signature programs like CA Together in Action, the company’s worldwide employee volunteer month in October, and environmental programs in April to celebrate Earth Day. In addition, more than 50 percent of CA’s employees have contributed to environmentally positive practices at a local level through the company’s Green Team program. The company also matched more than $1.5 million in employee donations through its matching gifts program last year.
About CA Technologies
CA Technologies (NASDAQ: CA) creates software that fuels transformation for companies and enables them to seize the opportunities of the application economy. Software is at the heart of every business in every industry. From planning, to development, to management and security, CA is working with companies worldwide to change the way we live, transact, and communicate – across mobile, private and public cloud, distributed and mainframe environments. Learn more at ca.com.
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Piraeus Bank Group has published its 2013 Corporate Responsibility Report. Corporate Responsibility remains a strategic investment for Piraeus Bank through which the Bank contributes to the development of the economy and society in every possible way. The Bank’s contribution to actions, programmes and initiatives regarding social, cultural and environmental work in 2013 accounted for 1.9% of the Group’s annual pre tax and provision profit and for 0.6% of the Group’s operational costs.
In this report, you will have the opportunity to read how Piraeus Bank has incorporated social and environmental aspects into its business activities and its contact with other stakeholders. Moreover, the Bank has made a remarkable contribution to preserving and promoting the cultural heritage of Greece through the Piraeus Bank Group Cultural Foundation (PIOP). The year 2013 marked 10 successful years of contribution to culture through an extremely successful paradigm of cooperation between the public and private sector in constructing and operating these museums.
It is worth noting that over the last 5 years the Bank:
recycled more than 2,100 tonnes of paper and saved 66,500 trees
reduced by 50% ink and tonner consumption per employee
avoided 13,000,000km transportation through e-learning programmes
reduced by 17% total energy consumption per employee
reduced by 18% CO2 emissions per capita
In 2013, total power from RES projects, which have received Piraeus Bank loans, reached 798 MW with the prevention of 1 mill. tonnes of CO2 emissions. In the same year the Bank embarked on a new project (LIFE-Stymfalia), co-funded by the EU (LIFE Nature), targeting the sustainable management of a wetland in Greece.
Focusing on Human Resources, as an integral part of corporate responsibility, you will have the opportunity to read how Piraeus Bank delivered its commitment towards its employees and ensured job positions, full-employment contracts, support and strengthening of human resources with pioneering training programmes, support and empowerment of its people and recruitment procedures free of discriminations adopting specific candidate selection systems.
You may, also, find interesting some selected figures associated with Corporate Responsibility with regards to Human Resources as following:
Piraeus Bank Group Human Resources (2013) 22,509 employees
Training man-hours at group level 846,457
Volunteerism 90 actions / 3,821 volunteers
Our approach to Human Resources aims to the Adoption of Best Workplace Practices focusing mainly on the development of a humane and responsible organization, where competent, committed and inspired employees work collectively to lead through diversity the market, innovate by adding value and ensure the prosperity and sustainable development of the Group.
Finally, in depth information about key issues could be found in this report, such as: Commitment to Safeguarding Human Rights, Open Communication, Equal Opportunities for Career Development, Investment in People’s Development, Talent Management and retention, Volunteerism, Support of young Generation and Enhancement of Youth Entrepreneurship and Employee Assistance Programmes.
To view the report in its entirety, click here.
For more information please visit Piraeus Bank Group website, http://www.piraeusbankgroup.com/en/.
The U.S. Chamber of Commerce Foundation Corporate Citizenship Center last night recognized eight companies for their accomplishments in corporate citizenship during the 15th annual Corporate Citizenship Awards. The awards program honors businesses for their significant positive impacts in communities around the world.
“The winners of this year’s Citizens Awards illustrate how every day businesses serve as a powerful force for good,” U.S. Chamber Foundation President John R. McKernan said. “It’s an honor to recognize these exceptional companies as we celebrate 15 years of corporate citizenship excellence.”
The Chamber Foundation presented awards in eight categories:
Best Corporate Steward – Large Business: UnitedHealth Group – A commitment to creating a brighter future for healthcare permeates the company culture at UnitedHealth Group. In 2013, 81 percent of employees and 98 percent of executives performed community volunteer work, for a total of 430,000 hours. Annually, the company also gives more than $60 million to support philanthropic and charitable work around the world.
Best Corporate Steward – Small and Mid-Market Business: Constant Contact — With the Cares4Kids program, all of the company’s paying customers may sponsor a youth-focused nonprofit to receive a Constant Contact account, free of charge. Last year, the company contributed more than $3.5 million through Cares4Kids.
Best Commitment to Education Program: The PNC Financial Services Group, Inc. — In 2004, PNC launched PNC Grow Up Great and PNC Crezca con Éxito (GREAT), a bilingual initiative to help prepare children for success in school and life. GREAT has served more than 2 million children, provided professional development to 138,000 teachers, and awarded more than $73 million to nonprofit organizations.
Best Community Improvement Program: Capital One Financial Corporation — Since Hurricane Katrina, Capital One Financial Corporation has helped to improve Gentilly, La., a community of the New Orleans area that was hit hard by the disaster. The company partners with 29 local organizations to grow small businesses, create affordable housing, and provide financial education.
Best Disaster Response and Community Resilience Program: Cornerstone OnDemand, Inc. — Recognizing the need for accessible, affordable, high-quality training in disaster response, Cornerstone OnDemand created an online platform, DisasterReady.org, to provide sector-specific training in areas including Humanitarianism, Programs/Operations, Protection, Staff Welfare, and Management and Leadership. To date, more than 30,000 people have used the site.
Best Economic Empowerment Program: Entergy Corporation – Twenty percent of qualifying workers don’t file for the Earned Income Tax Credit (EITC). To help eligible customers file for and receive the refunds they have earned, Entergy sponsors Super Tax Day Events. In 2013, the company helped more than 13,000 individuals obtain refunds.
Best Environmental Stewardship Program: Siemens Foundation – The Siemens We Can Change the World Challenge, created in 2008, is the premier national sustainability competition that empowers K-12 students to develop environmental solutions that can help change the world. Nearly 100,000 students have participated in the Challenge, with numbers rising each year.
Best Health and Wellness Program: Walmart – In 2010, Walmart and the Walmart Foundation launched “Fighting Hunger Together”—a $2 billion commitment to fight hunger in America, through donations of packaged goods and produce. Since its conception, the campaign has given $260 million in cash and $2.6 billion in in-kind donations, delivering on its commitment one year ahead of schedule.
“This year’s winners join a legacy of excellence 15 years in the making,” said Marc DeCourcey, executive director of the Corporate Citizenship Center. “Their work shows the many ways that businesses help create a better world for all.”
Additionally, the Association of American Chambers of Commerce in Latin America (AACCLA) presented the Western Hemisphere Corporate Citizenship Award, which recognizes companies, trade associations, and American Chambers of Commerce with exemplary models of social and civic leadership in Latin America and the Caribbean. This year, AACCLA honored ExxonMobil de Colombia S.A. for its commitment to addressing the key challenge of sustainable development – balancing economic growth, social development, and environmental protection. By designing an approach to corporate citizenship around these three key focus areas, ExxonMobil contributes to broader sustainability objectives and manages the impact of their operations.
The 2014 Citizens Awards ceremony took place at the U.S. Chamber of Commerce in Washington, D.C. More information on this year’s winners is available on the Chamber Foundation’s website.
The U.S. Chamber of Commerce Foundation (USCCF) is a 501(c)(3) nonprofit affiliate of the U.S. Chamber of Commerce dedicated to strengthening America’s long-term competitiveness by addressing developments that affect our nation, our economy, and the global business environment.
The U.S. Chamber of Commerce is the world’s largest business federation representing the interests of more than 3 million businesses of all sizes, sectors, and regions, as well as state and local chambers and industry associations.
Today, Italian Prime Minister Matteo Renzi gave his support to the Milan Protocol promoted by the Barilla Center for Food and Nutrition (BCFN) Foundation in the lead up to Expo Milano 2015, themed “Feeding the Planet, Energy for Life.” The Milan Protocol aims to raise the awareness of governments, companies and civil society about the urgent action needed to make the global food system sustainable: the reduction of food waste, the promotion of sustainable agriculture, and the war on hunger and obesity by promoting healthy lifestyles.
“The Italian Government believes in and bets on the Milan Protocol,” said Renzi. “Its objectives are our objectives. I would say thanks to Barilla and to the BCFN Foundation because they give us the opportunity to tell how Expo is going to be a serious affair. I’m here to say that we’re in. We will continue together on this path.”
On the day that Pope Francis underlined the urgent need for new rules to address the big food and nutrition contradictions of the modern world, the BCFN Foundation handed over the Protocol to the Italian premier with the hope that countries participating at Expo Milano 2015 will show their support for global food practices.
Guido Barilla, President of the BCFN Foundation, said: “Our hope is that Italian and international institutions will adopt the Protocol in order to underline the urgency of placing concrete measures at the core of political agendas to safeguard our future. We have an opportunity to go down in history by making clear commitments with the world.”
The Milan Protocol
The Milan Protocol presents itself as a valid basis for discussion to plan our food and nutrition future. It is a document open to suggestions where citizens can submit their proposals through the dedicated platform www.milanprotocol.com. Five hundred international experts have given their contributions to the Milan Protocol over the past 12 months, while more than 70 organizations and institutional bodies - on top of thousands of private individuals - have endorsed it.
So far, the Protocol consists of eight articles, and it has already been signed by numerous international organizations, including the famous chef Jamie Oliver and his Jamie Oliver Foundation, Eataly, Slow Food, World Wildlife Fund, Italian farmers’ association Coldiretti and Save The Children – as well as by personalities including Oscar Farinetti from Eataly and Carlo Petrini.
“The Milan Protocol offers an extraordinary opportunity to focus attention, opportunities for change and, most importantly, the planning skills of the institutions, civil society and companies on a concern we all share,” said Slow Food founder, Carlo Petrini. “Slow Food has been contributing to the process of drafting the Protocol from the outset. We think that the progress made to date constitutes an excellent basis for further improvements that can be made thanks to everyone’s contribution.”
About Barilla Center for Food and Nutrition Foundation
The Milan Protocol is an initiative of the BCFN - Barilla Center for Food & Nutrition - Foundation, a think tank with a multidisciplinary approach to the world of food and nutrition which establishes links between these and other related issues, including economics, medicine, nutrition, sociology and the environment. New BCFN Foundation Board members are Slow Food President Carlo Petrini, S&D Chairman of the Committee on Agriculture and Rural Development of the European Parliament Paolo De Castro, and Bocconi Vice Rector for Development Alberto Grando. The body which oversees the work of the Barilla Center for Food & Nutrition is the Advisory Board, the members of which include: Barbara Buchner, Senior Director of the Climate Policy Initiative Europe, Ellen Gustafson, a sustainable nutrition expert, Gabriele Riccardi, an endocrinologist, and Camillo Ricordi, a scientist at the University of Miami, who were joined in 2013 by Riccardo Valentini, the 2007 Nobel Peace Prize winner and Director of the Climate Impacts Division of the Euro-Mediterranean Center for Climate Change, and Danielle Nierenberg, an expert in sustainable agriculture and co-founder of FoodTank: the Food Think Tank.
For more Info:
BCFN Foundation – Luca Di Leo | firstname.lastname@example.org | + 39 0521 2621
Caterina Grossi l email@example.com| +39 0521 2621
Burson - Marsteller – Laura Poggio | Laura.Poggio@bm.com | +39 340 5505096
Raffaella Tosi | Raffaella.Tosi@bm.com| +39 349 7668003
Edoardo Cavalcabò |Edoardo.Cavalcabo@bm.com | +39 3392201228
5 Continents, 30 Countries, 5000 Executives have experienced CSE's sustainability training. Now, CSE is back to Houston and invites you to be a part of its trainings. CSE courses are accredited and approved by IEMA (Institute of Environmental Management and Assessment), the leading international membership-based organization for Sustainability Professionals with more than 15,000 members based in 83 countries.
Key issues to be covered:
This challenging 2-day training program enables participants to acquire the skills and competencies required for the effective use of the GRI Framework, GRI reports and publication of CSR/ Sustainability Reporting in alignment with the new GRI G4 Guidelines. The training provides insight on the conceptual introduction and preparation of the GRI reporting process, covers all the issues related to the dialogue with stakeholders and credibility of the reporting process, defines the content of the report and the monitoring process and explains in detail the preparation and communication of the final report.
Upon successful completion of the course, trainees will be able to submit a 2-year sustainability action plan that will enable them to earn the globally recognized certification as CSR Practioners. Attendees will also update their CSR knowledge, successfully implement and upscale sustainability strategies taking place within their organization and network with other professionals in the field.
1. Sustainability (CSR) and the Business Case for Adoption
2. Current Global & Local Legislation for CSR and GHG Emissions
3. Sustainability (CSR) Strategy and Related Global Standards and Guidelines
4. The Importance of Sustainability (CSR) in Supply Chain and Carbon Footprint Reduction
5. Sustainability (CSR) and Integrated Reporting based on GRI and IIRC Guidelines
6. External Assurance and How to Communicate and Gain Credibility in Your Report
7. The Role of the Sustainability (CSR) Practitioner / Future Trends and Practitioner Assignment
Who should attend:
CSR Professionals Public Relations Communication and Marketing Managers Human Resources Managers Sustainability and Environmental professionals General Managers
CVS Health and its Foundation Commit More Than $1 Million in Grants to Support Tobacco Cessation Programs
CVS Health (NYSE: CVS) today announced that the company and its foundation has committed to invest more than $1 million in grants to support tobacco cessation and prevention programs. The grants will be distributed to leading health care and community partners working to promote tobacco-free communities, programs that help people kick the habit and help those who don’t smoke to never start. Among the awards are funds to support quit lines operated by National Jewish Health and the American Lung Association, which also partners with CVS Health on the LUNG FORCE initiative to fight cancer. These investments also build on the partnership developed between CVS Health and the American Cancer Society, which operates a quit line supporting the smoking cessation campaign CVS Health launched in September, when the company stopped selling tobacco products. With this announcement, CVS Health joins the American Cancer Society and advocates across the country in recognizing the Great American Smokeout.
“As we mark the Great American Smokeout, CVS Health is proud to make this investment in smoking cessation programs that give people the resources and support they need to quit smoking and lead tobacco free lives,” said Eileen Howard Boone, Senior Vice President of Corporate Social Responsibility and Philanthropy at CVS Health. “Our company’s purpose is helping people on their path to better health, and by supporting these dedicated community and health care partners, we are able to extend that purpose into our local communities.”
Other grantees include the Baltimore, Maryland-based B’More for Healthy Babies, with support for an innovative smoking cessation partnership with CareFirst BlueCross BlueShield that helps new moms and pregnant women quit smoking, focusing particularly on high risk populations who have limited access to health care services. Another grant will allow CVS Health to partner with the American Lung Association of San Diego to support Live Well San Diego, a municipal, metropolitan-wide Health and Wellness Initiative, administered by the Department of Health, which will provide smoking cessation support and services for 1,750 residents who are currently part of the behavioral health system. Additionally, another grant will support the “Be Smart, Don’t Start” youth tobacco awareness and education program, which recently launched in 16 Connecticut Area Boys & Girls Clubs.
These grants are being made as research from the CVS Health Research Institute, published earlier this year online with Health Affairs, illustrates the impact private sector action can have on smoking rates. Researchers looked at the impact of laws in Boston and San Francisco banning the sale of tobacco in retailers with pharmacies. They found a reduction in tobacco purchasers of up to 13 percent in those communities, meaning that if retailers with pharmacies across the country were to forgo sales of tobacco products, there could be as many as 60,000 fewer tobacco-related deaths per year.
“Retailers with pharmacies can have a significant impact lowering rates of smoking and reducing tobacco-related deaths, and the implications of reductions of this magnitude cannot be overlooked,” said Troyen A. Brennan, M.D., M.P.H., Chief Medical Officer, CVS Health. “CVS/pharmacy is the first and only national pharmacy chain to end tobacco sales in support of the health and well-being of our patients and customers and we continue to underscore that commitment with our comprehensive smoking cessation program.”
CVS Health’s comprehensive and uniquely personalized smoking cessation program combines the efforts of CVS/pharmacy, CVS/minuteclinic and CVS/caremark to help the seven in ten smokers who want to quit. Designed with input from national experts, it includes four critical components: an assessment of the smoker’s readiness to quit, education to give smokers the information and tools they need to quit, medication support to help curb the desire to use tobacco and coaching to help individuals stay motivated and prevent relapses.
A full list of the smoking cessation programs supported by the grants announced today follows here:
American Lung Association
National Jewish Health
LIFT Health for Teens
San Rafael, CA
Live Well San Diego/American Lung Association of San Diego
San Diego, CA
CT Area Boys and Girls Club
Thomas E. Langley Medical Center
Tanner Health Systems
American Academy of Pediatrics, Illinois Chapter
Northwestern Memorial Healthcare
Respiratory Health Association of Metropolitan Chicago
Ft. Wayne, IN
Indiana Perinatal Network
Oldham County Ministerial Association
Boston Health Care for the Homeless
Dana Farber Cancer Institute
Fenway Community Health
B’More for Healthy Babies
Oakwood Healthcare Foundation
City on a Hill Ministries
Concord Hospital Trust
Families First of the Greater Seacoast
Seton Health Foundation
Peninsula Counseling Center
Valley Stream, NY
Children’s Hospital of Philadelphia
United Way of Rhode Island/RI Department of Health
Interfaith Health Clinic
Outreach Community Health Centers
About CVS Health
CVS Health (NYSE: CVS) is a pharmacy innovation company helping people on their path to better health. Through our 7,800 retail pharmacies, more than 900 walk-in medical clinics, a leading pharmacy benefits manager with nearly 65 million plan members, and expanding specialty pharmacy services, we enable people, businesses and communities to manage health in more affordable, effective ways. This unique integrated model increases access to quality care, delivers better health outcomes and lowers overall health care costs. Find more information about how CVS Health is shaping the future of health at www.cvshealth.com.
Last evening, at The Nature Conservancy (TNC) Global Water Summit, General Mills chairman and CEO Ken Powell addressed attendees on the company’s efforts to conserve and protect global water resources critical to the business. He shared the company’s journey of “über-collaboration” with stakeholders to improve the health of watersheds and announced significant steps the company is taking to ensure freshwater for future generations.
“As a food company, food security is important to us, and we’re tied tightly to nature,” said Powell. “We know that without healthy water for land, ecosystems and wildlife, agriculture simply does not work. Businesses languish. Economies falter. People suffer.”
Powell announced new steps the company is taking to protect water.
This week, General Mills released a new water policy. The policy provides the necessary framework to guide the company as it engages with stakeholders to improve the health of watersheds, particularly those critical to the company’s business. The scope of the policy includes General Mills’ supply chain as well as its suppliers. The policy will be overseen by General Mills’ Sustainability Governance Committee, led by Powell. The company has pledged to factor water risk considerations into business decisions, including where to locate new facilities.
In addition, Powell announced General Mills’ signing of The CEO Water Mandate, a public-private initiative launched in 2007 by UN Secretary-General Ban Ki-moon to encourage companies to develop, implement and disclose water sustainability policies and practices. Endorsers of The CEO Water Mandate acknowledge that through individual and collective action they can contribute to the vision of the UN Global Compact and the realization of the Millennium Development Goals.
“These initiatives put us on the record as doing our part,” said Powell. “They also help us learn and collaborate, yielding a bigger impact than we could ever have alone.”
The efforts announced at TNC’s Summit are in addition to work General Mills has been doing with TNC since 2010. In partnership with TNC, General Mills has established a global water risk assessment of all of its plants and growing regions. Those assessments build on the company’s supply chain risk analysis work with World Wildlife Fund. The company now has a clear picture of the most at-risk watersheds within its supply chain and is taking action to develop watershed health strategies for eight of the highest risk watersheds in its priority growing regions.
“We are delighted that General Mills is taking important steps to protect critical watersheds,” said Mark Tercek, president and CEO of The Nature Conservancy. “It's a forward-thinking decision that will benefit the communities where the company works as well as their bottom line. General Mills' leadership sends a clear message to other companies: investing in nature is one of the smartest decisions a company can make."
Earlier this year, General Mills joined the Alliance for Water Stewardship (AWS) as a Founding Partner in support of an international standard for sustainable use of the world’s limited freshwater resources. AWS offers a variety of ways to improve, incentivize and recognize responsible water use, including helping members engage key stakeholders within their watershed and supply chain.
During his remarks, Powell encouraged others to take action on water stewardship: “We encourage our peers to sign on to The CEO Water Mandate and to participate in the Alliance for Water Stewardship. We absolutely have to work together.”
To learn more about General Mills’ water stewardship efforts, read the company’s water policy here, and join General Mills chief sustainability officer Jerry Lynch and colleagues from TNC and Ceres for a webinar discussion about responsible water management on Friday, November 21 at 10am CST: Valuing Every Drop.
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About General Mills
General Mills is one of the world's leading food companies, operating in more than 100 countries around the world. Its brands include Cheerios, Fiber One, Haagen-Dazs, Nature Valley, Yoplait, Betty Crocker, Pillsbury, Green Giant, Old El Paso, Wanchai Ferry, Yoki and more. Headquartered in Minneapolis, Minn., USA, General Mills had fiscal 2014 worldwide sales of US $17.9 billion.