Sea Change Radio

Social Accountability International

The Initiative for a Competitive Inner City (ICIC)

Global Investigative Journalism Network + Pandemic Plastic Use

Launch Event: Blockchain-Enabled FairCapacity Platform Showcases Garment Manufacturers' Production Capacity and Labor Performance

Initiative for a Competitive Inner City Releases Second Report in Series Analyzing How the Coronavirus Recession and Recovery Have Affected Businesses and Jobs in the Nation's 100 Largest Metropolitan Areas

Highlights:

<ul><li>Administered more than 34.6 million COVID-19 vaccinations and more than 10 million tests as of the end of fiscal 2021</li>
	<li>Committed to reducing our carbon emissions by 30 percent by 2030 compared with 2019</li>
	<li>Joined 100 Best Corporate Citizens list and is a component of the Dow Jones Sustainability North America Index</li>
</ul>Walgreens Boots Alliance (Nasdaq: WBA) today published its 2021 Environmental, Social and Governance (ESG) Report to celebrate and acknowledge the huge effort and impact of this vital work. Healthcare is at the center of WBA’s ESG framework, reflecting its operations and its corporate vision to be the leading partner in reimagining local healthcare and well-being for all.

The full report is available on <a href="http://www.walgreensbootsalliance.com" target="_blank">www.walgreensbootsalliance.com</a>. To learn more about WBA and our ESG initiatives, connect with the company on <a href="https://www.linkedin.com/company/walgreens-boots-alliance/mycompany/" target="_blank">WBA Linkedin,</a> or follow us on <a href="https://www.instagram.com/wba_global/" target="_blank">WBA Instagram</a> or on <a href="https://twitter.com/wba_global" target="_blank">WBA Twitter</a>.

Cautionary Note Regarding Forward-Looking Statements: All statements in this release and related ESG report that are not historical, including goals for and projections of future results, the expected execution and effect of our ESG strategies and initiatives and the amounts and timing of their expected impact, are forward-looking statements made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. These forward-looking statements are not guarantees of future performance and involve risks, assumptions and uncertainties, known or unknown, including those described in Item 1A (Risk Factors) of Walgreens Boots Alliance’s Form 10-K for the fiscal year ending August 31, 2021, which can be found on <a href="http://www.walgreensbootsalliance.com" target="_blank">www.walgreensbootsalliance.com</a> and in other documents that Walgreens Boots Alliance files or furnishes with the Securities and Exchange Commission. Should one or more of these risks or uncertainties materialize, or should underlying assumptions prove incorrect, actual results may vary materially. These forward-looking statements speak only as of the date they are made. Except to the extent required by law, Walgreens Boots Alliance does not undertake, and expressly disclaims, any duty or obligation to update publicly any forward-looking statement after the date of this release, whether as a result of new information, future events, changes in assumptions or otherwise.

###

About Walgreens Boots Alliance

Walgreens Boots Alliance (Nasdaq: WBA) is an integrated healthcare, pharmacy and retail leader serving millions of customers and patients every day, with a 170-year heritage of caring for communities.

A trusted, global innovator in retail pharmacy with approximately 13,000 locations across the U.S., Europe and Latin America, WBA plays a critical role in the healthcare ecosystem. The company is reimagining local healthcare and well-being for all as part of its purpose – to create more joyful lives through better health. Through dispensing medicines, improving access to a wide range of health services, providing high quality health and beauty products and offering anytime, anywhere convenience across its digital platforms, WBA is shaping the future of healthcare.

WBA has more than 315,000 team members and a presence in nine countries through its portfolio of consumer brands: Walgreens, Boots, Duane Reade, the No7 Beauty Company, Benavides in Mexico and Ahumada in Chile. Additionally, WBA has a portfolio of healthcare-focused investments located in several countries, including China and the U.S.

The company is proud of its contributions to healthy communities, a healthy planet, an inclusive workplace and a sustainable marketplace. WBA has been recognized for its commitment to operating sustainably: it is an index component of the Dow Jones Sustainability Indices (DJSI) and was named to the 100 Best Corporate Citizens 2021.

More company information is available at <a href="https://reportalert.us11.list-manage.com/track/click?u=4adec2b271b1e34a2f3c75775&amp;id=0fcf692e31&amp;e=a11155410c" target="_blank">www.walgreensbootsalliance.com</a>.

 

Environmental, Social and Governance

Richard Ellis +44 7734 056 745

Communications

Candace Johnson +1 847 282 2426

Walgreens Boots Alliance Releases New Environmental, Social and Governance (ESG) Report

<figure role="group" class="align-center"><img alt="Adebukola Dada" data-entity-type="file" data-entity-uuid="2ca0b9e1-3f3b-4c0d-9a96-f2ece916e27a" src="/sites/default/files/inline-images/rd22SHI_Adebukola-Dada.jpeg" width="640" height="1706" loading="lazy" /><figcaption>Adebukola Dada</figcaption></figure>MORRISVILLE, N.C., January 25, 2022 /CSRwire/ - The Soil Health Institute (SHI), the non-profit charged with safeguarding and enhancing the vitality and productivity of soils, has announced the addition of three new team members.

“We’re excited to add Adebukola Dada, Mary Griffith, and Cameron Ogilvie to our team,” said Dr. Wayne Honeycutt, SHI’s President &amp; CEO. “Each of these individuals brings expertise in soil health and passion for supporting farmers as they adopt regenerative soil health systems. With the international experience of both Dr. Dada and Mr. Ogilvie, we will reach even more farmers around the world.”

Learn more about our newest team members:

Adebukola Dada, Ph.D., is a Research Soil Scientist leading the design, creation, and testing of digital tools for farmers. Her work includes developing a dashboard to monitor changes in soil health and tools to link management practices with Soil Health Targets. Dr. Dada received a B.S. in Agriculture from Olabisi Onabanjo University, M.S. in Agronomy from the University of Ibadan, both in Nigeria, and Ph.D. in Ecological Science and Engineering with a major focus on Agronomy (Soil Science) from Purdue University.
<figure role="group" class="align-center"><img alt="Mary Griffith" data-entity-type="file" data-entity-uuid="36184f43-dc5b-4a28-9391-5b3c99087da6" src="/sites/default/files/inline-images/rd22SHI_Mary-Griffith.jpeg" width="640" height="960" loading="lazy" /><figcaption>Mary Griffith</figcaption></figure>Mary Griffith, M.S., is a Soil Health Systems Extension Specialist at SHI, where she is leading the soil health education program for farmers participating in the U.S. Regenerative Cotton Fund. Prior to this role she served as an Extension Educator in Agriculture and Natural Resources at the Ohio State University for eight years, specializing in agronomic crop production and farm management. She received a B.S. in English, M.S. in Agricultural Economics, MPA, and Master’s in Plant Health Management all from the Ohio State University.
<figure role="group" class="align-center"><img alt="Cameron Ogilvie" data-entity-type="file" data-entity-uuid="b5abe691-0865-483a-8683-cd2c9806a259" src="/sites/default/files/inline-images/rd22SHI_Cameron-Ogilvie.jpeg" width="640" height="872" loading="lazy" /><figcaption>Cameron Ogilvie</figcaption></figure>Cameron Ogilvie, M.S., is a Soil Health Educator for SHI, where he is leading a soil health education program for farmers and agronomists in Canada. He previously served as the Knowledge Mobilization Coordinator for Soils at Guelph, which is a University of Guelph initiative to mobilize the results of soil health research and bridge gaps among farmers, researchers, and the public. He received a B.S. in Agricultural Science and an M.S. in Cropping Systems &amp; Agronomy from the University of Guelph, where he studied the on-farm impacts of cover crops (he prefers to call them “service crops”) on water and nutrient cycling.

About the Soil Health Institute 
The Soil Health Institute is a global non-profit with a mission to safeguard and enhance the vitality and productivity of soil through scientific research and advancement. We bring together leaders in soil health science and the industry to help farmers, ranchers, and landowners adopt soil health systems that build drought resilience, stabilize yield, and benefit their bottom line. The Institute’s team of scientists, holding doctorates in various soil science and related disciplines, has developed highly effective soil health targets and standardized measurements to quantify progress at achieving regenerative and sustainable agricultural systems, and leads the cutting-edge fields of carbon sequestration and decoding the soil microbiome. Healthy soils are the foundation for rejuvenating our land. Together, we can create a secure future for all, mitigate the effects of climate change, and help agriculture and organizations meet production and environmental goals at scale. Visit www.soilhealthinstitute.org to learn more and follow us on<a href="https://www.linkedin.com/company/soil-health-institute/" target="_blank"> LinkedIn</a>, <a href="https://twitter.com/soil_institute" target="_blank">Twitter</a>, and <a href="https://www.facebook.com/soilhealthinstitute/" target="_blank">Facebook.</a>

For media inquiries, contact SHI: 
Dr. Loutrina Staley 
lstaley@soilhealthinstitute.org 
(256) 361-3579

The Soil Health Institute Welcomes Three New Team Members

<figure role="group" class="align-center"><img alt="Rockwell Automation Chairman and CEO Blake Moret" data-entity-type="file" data-entity-uuid="c64852f0-2d78-41df-a968-5f369fb84d2e" src="/sites/default/files/inline-images/rd22Rockwell_Automation_Chairman_and_CEO_Blake_Moret_med-res.jpeg" width="640" height="1600" loading="lazy" /><figcaption>Rockwell Automation Chairman and CEO Blake Moret</figcaption></figure>MILWAUKEE, January 24, 2022 /CSRwire/ - Pioneering technologies and solutions in advanced manufacturing are easing the adoption of Environment, Social and Governance metrics while driving growth and sustainability value across industries, according to a recent World Economic Forum <a href="https://www.weforum.org/agenda/2022/01/8-innovations-advanced-manufacturing-support-esg-reporting" target="_blank">blog</a> that includes perspective from Rockwell Automation (NYSE: ROK) Chairman and CEO Blake Moret.

Moret, a WEF agenda contributor and a past Davos Forum panelist, shared how data-driven decision making contributes to sustainability by helping companies reduce energy consumption and resulting emissions.

“Manufacturers are looking for new ways to leverage technology to reduce their environmental footprints,” Moret said. “Intelligent devices, combined with innovative sustainability and energy management software, provide new levels of insight to reduce energy demand and increase efficiency. Real-time energy management is within reach, from simple <a href="https://www.rockwellautomation.com/en-us/products/software/factorytalk/innovationsuite/factorytalk-energy-manager.html" target="_blank">monitoring</a> to embedded AI tools that enable closed-loop optimization.

“By creating a standard energy data model in context to production, energy intensity and other key performance metrics can be measured and improved. In one instance, an automotive company found that 40% of one machine's energy consumption occurred when it was not producing anything. This simple, yet impactful, insight allowed them to de-energize the equipment when not in use, reducing both costs and greenhouse gas emissions.”

The blog, co-authored by Rockwell’s <a href="https://www.rockwellautomation.com/en-us/company/news/blogs/Meet-Allie-Schwertner.html" target="_blank">Allie Schwertner</a>, sustainability strategy and technology leader and a WEF Project Fellow, was published as part of last week’s <a href="https://www.weforum.org/events/the-davos-agenda-2022" target="_blank">The Davos Agenda</a> virtual gathering.

Read the full <a href="https://www.weforum.org/agenda/2022/01/8-innovations-advanced-manufacturing-support-esg-reporting" target="_blank">blog</a> and learn more how Rockwell is helping customers <a href="https://www.rockwellautomation.com/en-us/products/software/factorytalk/innovationsuite/factorytalk-energy-manager.html" target="_blank">reduce energy, emissions</a>, and drive sustainability.

Rockwell Automation Chairman and CEO Among Those Providing Perspectives in WEF Blog on Manufacturing Innovations That Support Enhanced ESG Reporting

<center><iframe allow="accelerometer; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="370" src="https://www.3blmedia.com/embed/video/907336" width="100%"></iframe></center>

Lucky, a playful 47-year-old dolphin currently residing at Brookfield Zoo in Chicago, is undergoing treatment after being diagnosed with squamous cell carcinoma, a common type of skin and oral cancer. Lucky previously resided at another accredited facility in Florida since 2008. When it became clear that he would need more advanced treatment, the Chicago Zoological Society contacted FedEx for help transporting Lucky home to Brookfield Zoo.

FedEx offered to assist as a part of the company’s FedEx Cares “Delivering for Good” initiative, in which FedEx lends its global network and unparalleled logistics expertise to organizations with mission-critical needs and helps communities before, during and after crises. Learn more about FedEx Cares Delivering for Good initiative <a href="https://nam11.safelinks.protection.outlook.com/?url=https%3A%2F%2Ffedexcares.com%2F50-by-50&amp;data=04%7C01%7Cheather.holder%40fedex.com%7C85fc22ea7d4e43ecc19e08d9748ac54c%7Cb945c813dce641f884575a12c2fe15bf%7C0%7C0%7C637668961624776961%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=NNyw%2BlelDgzbPP%2B57K1LYWn22FVAlODkzFxfzuGXgy0%3D&amp;reserved=0" target="_blank">here</a>.
<img alt="Dolphin" data-entity-type="file" data-entity-uuid="f703171a-e258-407b-923f-b5c7fe63e349" src="/sites/default/files/inline-images/rd22dolphin42028429.png" width="640" class="align-center" height="720" loading="lazy" />“We are so happy to have Lucky back at Brookfield Zoo, although we wish it were under different circumstances,” said Rita Stacey, curator of marine mammals for CZS. “Due to Lucky’s calm nature, he is making this important medical treatment easy to accomplish by being 100 percent cooperative.”

Throughout his treatments, Lucky receives constant praise from staff and afterwards he is rewarded with an extra special fish such as a large herring or salmon. Lucky will continue to receive cryotherapy treatments, the frequency of which will depend on response to therapy. To continue monitoring his health and well-being, he will have regular follow-up examinations and diagnostic imaging to screen for metastasis (spread) of his cancer.

“Brookfield Zoo is now Lucky’s permanent home,” said Stacey. “He is such a special animal and we want to provide him with the necessary medical care to ensure he has the best quality of life during his golden years.”

Sources: <a href="https://www.czs.org/Chicago-Zoological-Society/About/Press-room/2021-Press-Releases/47-Year-Old-Dolphin-at-Brookfield-Zoo-Receiving-Cr" target="_blank">Chicago Zoological Society PR</a>

Photo Credit: Jim Schulz/CZS-Brookfield Zoo

47-year-old Dolphin Is Happy Go “Lucky” at Brookfield Zoo

<img alt="doctor and pregnant woman " data-entity-type="file" data-entity-uuid="6a5bbdaf-9b1a-4c6d-a8cd-20e74a6cdd04" src="/sites/default/files/inline-images/products_womens_health_care.png" width="500" class="align-center" height="779" loading="lazy" />By Lisa Fawcett, Vice President Marketing, Communications &amp; ESG at CooperCompanies

Ever since The World Health Organization declared COVID-19 a global pandemic in March 2020, businesses have had to figure out new ways of working. For most, this has meant developing new playbooks to cope with radically altered playing fields. In turn, these playbooks have nurtured new mindsets centered on listening to and learning from different points of view.

In other words, companies are moving towards more empathetic and inclusive cultures, whether they realize it or not. This is good news, provided they stay on the path. Research shows that inclusive organizations are six times more likely to be innovative and agile, and eight times more likely to achieve better business outcomes.1 They also have a 26% higher rate of team cooperation.2

Such performance indicators are always welcome. But to actually achieve them, organizations must be deliberate and consistent in their pursuit of new ideas. And that requires higher levels of empathy for customers and colleagues alike.

Inclusiveness On Purpose, For a Purpose

At CooperCompanies, our mission of improving lives one person at a time is grounded in enhancing health and wellness worldwide. For us, it’s not just business. It’s deeply personal.

Healthcare can often be reactive and routine; but comprehensive healthcare is about more than the absence of illness. Today, people are looking for options to support how they want to live at every stage of life. Of course, they want remedies that can restore health. They also want solutions that prevent or enable certain conditions. Our culture and products are built around this intentional mindset.

<a href="https://coopervision.com/about-coopervision" target="_blank">CooperVision</a> is one of the world’s leading manufacturers of soft contact lenses, providing a full array of daily disposable, two-week, and monthly soft contact lenses that feature advanced materials and optics.

<a href="https://fertility.coopersurgical.com/changingfertilitycare/" target="_blank">CooperSurgical</a> advances the care of women, babies, and families with an emphasis on fertility solutions and preventative and therapeutic women’s healthcare.

Both divisions are driven to satisfy unmet needs.

We meet those needs by putting ourselves in the patient’s shoes. Granted, it’s not a big stretch. Our employees (and their families) experience the very same medical conditions that we solve for every day. You might say that our workforce provides a perpetual focus group on patient experiences. That’s true; yet it’s deeper than that. We’ve traveled the same road. We feel what they feel. And that guides us.

Our largest contact lens brand, Biofinity, is a prime example. The Biofinity family includes the greatest number of “extended range” contact lens prescriptions for people who suffer from severe near- and far-sightedness. Whether they have an astigmatism or presbyopia, we satisfy the patient’s need. In fact, these lenses can be made to order into more than 243,000 parameters.

Why accommodate so many prescriptions? Why not just concentrate on the mainstream, which could lower cost of doing business? Because patients in the minority have needs too. And we believe that providing solutions for them can be a game-changer on many levels.

Historically, patients with very poor vision have been told they can’t wear contact lenses. Biofinity offers them an alternative that not only corrects vision but also provides emotional benefits. <a href="https://coopervision.com/practitioner/practice-building/consumer-insights/beyond-vision-correction-real-impact-contact-lens" target="_blank">A global consumer survey</a> revealed that 89% of contact lens wearers believed their quality of life improved and 82% felt more confident because they could wear contact lenses in addition to spectacles. Another 79% stated that “contact lenses make me feel more like myself” compared to spectacles wear.

Biofinity has built a loyal following of millions of wearers and eye care professionals. This success has given CooperVision the confidence to keep innovating, which leads to more efficient manufacturing, which leads to more extended range prescriptions, which leads to more loyal customers.

Empathy got the flywheel moving.
<img alt="eye exam" data-entity-type="file" data-entity-uuid="0fdace3f-5cd6-4638-b227-19a28f2b0fb4" src="/sites/default/files/inline-images/jill_broussard_-_0111219_30_Mason_2036.jpeg" width="500" class="align-center" height="960" loading="lazy" />Pursuing Possibilities

Across our vision brands, we have an evergreen goal of enhancing the wearer experience. The closer we can get to real world experiences, the better our chances at improving them. So, we seek input from everyone, not just our specialists. The result is a mix of novel ideas, big and small.

As you might expect, the bigger ideas lean toward category expansion or even category creation. Our innovations in <a href="https://coopervision.com/myopia-management" target="_blank">myopia management</a> exemplify such cutting-edge thinking. MiSight® 1 day contact lenses are the first soft contact lenses proven to slow the progression of myopia in children aged 8-12 at initiation of treatment.*3 But the ideas for incremental improvements, which bubble up from our workforce, have tremendous value as well.

Take our Biofinity Energys® line, for instance. It was created in response to digital lifestyles. Staring at screens for most of the day increases <a href="https://coopervision.com/vision-health/what-eye-fatigue" target="_blank">eye strain</a>. Knowing first-hand how daily device use affects vision, our researchers created a lens that reduces stress on the eye muscles you use to focus and retains moisture so your eyes feel less dry because you blink less often when viewing screens.

The same approach applies to portfolio building. Within our CooperSurgical business, decisions about adding and expanding capabilities are guided by respect for individual fertility journeys. The path to parenthood is different for everyone – young or old, gay or straight. Our culture ensures we’re ready to support all patients with the right solutions at the right time.

For instance, many couples or single women wish to prevent or delay pregnancy. To support them, we added Paragard®, a hormone-free IUD contraception device, to our portfolio. It was a decision based on sensitivity as well as science. Today, there are more women who want to live a hormone-free lifestyle and have a highly effective, immediately reversible birth control option.

Later in the fertility journey, when people decide to have a baby, they may have to address special needs in order to conceive. This is a global phenomenon fueled by dynamics such as rising parental age, single mothers by choice, same-sex couples, individual health issues and environmental factors. Appreciating patient needs is what led us to <a href="https://investor.coopercos.com/news-releases/news-release-details/coopercompanies-completes-acquisition-generate-life-sciencesr" target="_blank">recently expand our fertility services</a> with new egg and sperm donor capabilities.

Of course, each of these decisions was based on a solid business plan. Nevertheless, the common thread that connects them is a commitment to inclusion. A self-imposed duty to provide treatments that satisfy the whole patient – their lifestyle and emotions as well as their physical needs.

From a planning perspective, empathy and inclusion can be viewed as limitless resources. Align them with business priorities and you have a powerful accelerator for growth. <a href="https://www.ted.com/talks/linda_hill_how_to_manage_for_collective_creativity?language=en" target="_blank">Professor Linda Hill</a> of Harvard Business School summed it up best: “Innovation is not about solo genius, it’s about collective genius.” In our experience, those are words to live by.

Our mission to improve lives depends on the contributions of nearly 13,000 employees who come from diverse backgrounds, perspectives, and regions. Their perspectives help us deliver on patient needs. Therefore, it’s imperative we commit to an inclusive, collaborative, and forward-looking culture that thrives on understanding.

When we know better, we do better. The same is true for everyone.

#  #  #

<a href="https://www.linkedin.com/in/lfawcett/" target="_blank">Lisa Fawcett</a> leads environmental, social, and governance initiatives for CooperCompanies. She also co-leads the company’s diversity and inclusion strategy and programs.

What is Paragard?

Paragard is a hormone-free IUD (intrauterine device) that prevents pregnancy for up to 10 years using copper.

Important Safety Information: Don’t use Paragard if you are or may be pregnant, have fibroids, a pelvic infection including pelvic inflammatory disease (PID), get infections easily, certain cancers, unexplained bleeding, Wilson’s disease, or a copper allergy. IUDs, including Paragard, have been associated with an increased risk of PID. Pregnancy with Paragard is rare but can be life threatening and cause infertility or loss of pregnancy. Paragard may attach to or go through the uterus and cause other problems. Tell your healthcare provider (HCP) if you miss a period, have abdominal pain, or if Paragard comes out. If it comes out, use backup birth control. At first, periods may become heavier and longer with spotting in between. Additional common side effects include anemia, pain during sex, and backaches. Paragard does not protect against HIV or STDs.

Only you and your HCP can decide if Paragard is right for you. Available by prescription only.

You are encouraged to report negative side effects of prescription drugs to the FDA at <a href="https://www.fda.gov/safety/medwatch-fda-safety-information-and-adverse-event-reporting-program" target="_blank">www.fda.gov/medwatch or call 1-800-FDA-1088.</a>  

For more information on Paragard, please see the <a href="https://www.paragard.com/wp-content/uploads/2018/10/PARAGARD-PI.pdf">full prescribing information.</a>

1. <a href="https://www2.deloitte.com/us/en/insights/deloitte-review/issue-22/diversity-and-inclusion-at-work-eight-powerful-truths.html" target="_blank">Deloitte Insights: The diversity and inclusion revolution: Eight powerful truths</a> 2. <a href="https://www.gartner.com/smarterwithgartner/diversity-and-inclusion-build-high-performance-teams" target="_blank">Gartner - Diversity and Inclusion Build High-Performance Teams</a> 3. Chamberlain P, et al. A 3-year randomized clinical trial of MiSight® lenses for myopia control. Optom Vis Sci. 2019;96(8):556–567.

Competing by Connecting

<img alt="Mondelez International, Snacking Made Right logo" data-entity-type="file" data-entity-uuid="b89cf991-5f0c-44af-9f49-7db68baf1196" src="/sites/default/files/inline-images/MDLZ%20SMR%20Logo%20RGB.png" width="300" class="align-center" height="1134" loading="lazy" /><img alt="Cover pages of the State of Snacking report" data-entity-type="file" data-entity-uuid="dc0fa48c-e468-4814-a6bd-5afcdbb0c11f" src="/sites/default/files/inline-images/Mondelez011922SA3BL.jpeg" class="align-center" width="460" height="279" loading="lazy" /><ul><li>Snacking preferred over traditional mealtime for third consecutive year</li>
	<li>Mindfulness and well-being considerations play increasingly important role in consumers’ snacking motivations</li>
	<li>Vast majority of consumers aligning food purchasing decisions with values</li>
	<li>Social media serving as inspiration for trying new snacks</li>
</ul>January 19, 2022 /CSRwire/ - Mondelēz International announced the launch of the third annual State of Snacking™ report, a global consumer trends study examining year-over-year insights on how consumers make snacking decisions. This year’s report shows mindfulness and well-being considerations are playing an increasingly important role. It reveals proprietary findings around the expanded role snacking plays in consumers’ lives, confirming that snacking as a regular eating behavior continues to be preferred over traditional mealtime for the third consecutive year (64 percent today, up 5 percent since inaugural findings reported in 2019)1 
The 2021 State of Snacking report, developed in partnership with consumer polling specialist, The Harris Poll, complements Mondelēz International’s robust snacking insights knowledge estate which includes macro trends informing the future of snacking, with new consumer polling research conducted among thousands of consumers across 12 countries. The findings demonstrate the expanded meaning of snacking in consumers’ lives – reinforcing the company’s ongoing strategy to become the global leader in snacking by offering the right snack, for the right moment, made the right way. Key findings include:

<ul><li>Expanded definition - nearly 80 percent of consumers globally say their definition of a snack has evolved over the last 3 years.</li>
	<li>Beyond nutrition – 85 percent of consumers eat at least one snack per day for indulgence.</li>
	<li>Integrating purchasing decisions with values – 85 percent of consumers worldwide want to buy snacks from companies offsetting their environmental footprint.</li>
	<li>Expanding snacking experiences through social connectivity - more than half of people globally say social media has inspired them to try a new snack over the past year.</li>
</ul>Furthermore, consumers are seeking snacks that deliver a range of benefits beyond physical well-being and nutrition needs. Consumers’ habits indicate both sustenance and indulgence are part of a balanced lifestyle, with 85 percent of consumers now eating at least one snack for sustenance and one snack for indulgence each day. Additionally, snacking continues to serve as a vehicle for emotional well-being, with nearly eight in 10 global consumers agreeing that some snacks should be just for enjoyment or satisfaction, without worrying too much about nutrition (79 percent). Mindfulness and values-centric consumption also are increasingly top of mind, as 86 percent of consumers believe in the importance of control over their snacking choices through portion size options and ingredient transparency. 
“Our State of Snacking report found that the definition of snacking is evolving among consumers globally, which is reshaping the meaning of snacking within people’s lives,” said Dirk Van de Put, Chairman and CEO of Mondelēz International. “Snacking is much more than a source of nutrition and indulgence; it also is a source of social connection and inspiration for broadened experiences. We now see data emerging that demonstrate how consumers are evolving their snacking behaviors and purchasing decisions to more fully align with their values. That’s why we are proud to continue offering the right snack, for the right moment, made the right way.” 
Additional findings from the 2021 State of Snacking report, available for download at <a href="https://www.mondelezinternational.com/stateofsnacking?utm_source=3BL&amp;utm_medium=specialreport&amp;utm_campaign=stateofsnacking" target="_blank">www.mondelezinternational.com/stateofsnacking</a>, include: Seeking snacks on demand 
Consumers are experimenting with new channels to buy snacks, with more than half reporting shopping for snacks using at least three nontraditional or emerging channels in the last year (53 percent).

<ul><li>Majorities of global consumers expect to be able to buy the snacks they want whenever they want (80 percent) and using any channel they want (74 percent). This trend is especially strong in Asia and Latin America.</li>
</ul>Snacking with a purpose 
Consumers are growing more intentional about their purchase decisions as they become more in touch with their values. They are making more of an effort to learn more about the brands or companies they buy from and becoming more discerning over the sustainable nature of the snacks they are choosing.

<ul><li>Reducing waste is top of mind, as consumers say the number one environmental impact on their food choices is availability of low waste packaging (78 percent).</li>
</ul>Social media as a snacking inspiration 
Social media is a rising source of discovery as consumers increasingly find food trends, inspiration, and connection on their feeds.

<ul><li>More than half of global consumers (55 percent) say social media has inspired them to try a new snack in the past year, including even greater majorities of Gen Zs (70 percent) and millennials (71 percent).</li>
</ul>“Consumers are becoming more discerning with their snacking choices, from the ingredients that go into their favorite snacks to purchasing products packaged in a sustainable manner,” continued Van de Put. “Consumers also expect to be able to get their snacks whenever and wherever they want. The findings of this report help inform our strategy so that at Mondelēz International, we can continue to anticipate and address the evolving tastes and preferences of the global consumer as a global leader in snacking.” About Mondelēz International 
Mondelēz International, Inc. (Nasdaq: MDLZ) empowers people to snack right in over 150 countries around the world. With 2020 net revenues of approximately $27 billion, MDLZ is leading the future of snacking with iconic global and local brands such as Oreo, belVita and LU biscuits; Cadbury Dairy Milk, Milka and Toblerone chocolate; Sour Patch Kids candy and Trident gum. Mondelēz International is a proud member of the Standard and Poor’s 500, Nasdaq 100 and Dow Jones Sustainability Index. Visit <a href="http://www.mondelezinternational.com" target="_blank">www.mondelezinternational.com</a> or follow the company on Twitter at <a href="http://www.twitter.com/MDLZ" target="_blank">www.twitter.com/MDLZ</a>. About the research methodology 
This survey was conducted online by The Harris Poll on behalf of Mondelēz International from October 5-27, 2021, among 3,055 adults globally ages 18 and older. The research spanned 12 markets: The United States (n=254), Canada (n=255), Mexico (n=256), Brazil (n=255), France (n=255), Germany (n=255), The United Kingdom (n=251), Russia (n=255), China (n=257), India (n=253), Indonesia (n=254), and Australia (n=255). Other key groups analyzed include: Gen Z / centennials ages 18-24 (n=397), millennials ages 25-40 (n=1,174), Gen Xers ages 41-56 (n=823), Boomers ages 57-75 (n=604), and the Silent Generation ages 76+ (n=57). Data from 2020 and 2019 references similar studies conducted from October 6-20, 2020 among 6,292 adults globally and from September 16 - 24, 2019, among 6,068 global adults. Data are weighted where necessary to bring them in line with their actual proportions in the population. A global post weight was applied to achieve equal weight of each country in the global total. This online survey is not based on a probability sample and therefore no estimate of theoretical sampling error can be calculated.

 1 2021 State of Snacking Consumer Poll Results: 64 percent adults globally prefer to eat many small meals throughout the day as opposed to a few large ones (up 5 percent from 2019 results)

 
Media Contact 
Maggie McKerr 
+1-847-943-5678 <a href="mailto:news@mdlz.com" target="_blank">news@mdlz.com</a>

<a href="https://www.mondelezinternational.com/stateofsnacking?utm_source=3BL&amp;utm_medium=specialreport&amp;utm_campaign=stateofsnacking" target="_blank">Read More</a>

Mondelēz International Releases Third Annual State of Snacking™ Report Highlighting Emerging Trends and Expanding Role Snacking Plays for Consumers

<img alt="family looking at phone laughing" data-entity-type="file" data-entity-uuid="9e019b77-e5ce-4583-af79-972f3866748c" src="/sites/default/files/inline-images/nr-hero-ACP-METRO-1-13-22-1250x615.png" width="640" class="align-center" height="615" loading="lazy" />BELLEVUE, Wash., January 26, 2022 /CSRwire/ — T-Mobile continues to remove economic barriers to high-speed internet. To keep more income-insecure households connected and to broaden #5GforAll, T-Mobile is <a href="https://www.t-mobile.com/news/community/assurance-wireless-to-participate-in-new-federal-affordable-connectivity-program" rel="noreferrer noopener" target="_blank">expanding</a> its participation in the federal government’s <a href="https://acpbenefit.org/" rel="noreferrer noopener" target="_blank">Affordable Connectivity Program</a> (ACP) to Metro by T-Mobile.

Starting tomorrow, Jan. 27, new and existing eligible Metro by T-Mobile customers can get FREE wireless service with high-speed smartphone data OR get up to $30 off (up to $75 off for tribal lands) on all of Metro by T-Mobile’s smartphone plans with data — all have 5G access included on America’s largest 5G network at no extra charge and <a href="https://www.metrobyt-mobile.com/scam-shield?icid=MTPR_MTW_U_MTSRVEVGRN_5ILVQAWGSXNORLJN24825" rel="noreferrer noopener" target="_blank">Scam Shield</a> with free Scam ID, free Scam Block and free Caller ID. With the monthly ACP benefit applied to your account, you receive:

<ul><li>FREE unlimited calling and texting, and FREE 5GB of high-speed smartphone data</li>
	<li>For just <a href="https://www.metrobyt-mobile.com/cell-phone-plans" rel="noreferrer noopener" target="_blank">$10/month</a>, get unlimited talk and text with up to 10GB high-speed smartphone data. Or get unlimited talk, text and high-speed smartphone data when you activate through Walmart or switch to Metro by T-Mobile.</li>
	<li>For just <a href="https://www.metrobyt-mobile.com/cell-phone-plans" rel="noreferrer noopener" target="_blank">$20/month</a>, get unlimited talk, text and high-speed smartphone data, up to 5GB of high-speed hotspot data and 100GB of Google One cloud storage.</li>
	<li>For just <a href="https://www.metrobyt-mobile.com/cell-phone-plans" rel="noreferrer noopener" target="_blank">$30/month</a>, get Metro by T-Mobile’s top plan with unlimited talk, text and high-speed smartphone data; up to 15GB of high-speed hotspot data; 100GB Google One cloud storage and an Amazon Prime subscription ($12.99/month value).</li>
	<li>Or existing Metro by T-Mobile customers can apply the ACP $30 monthly benefit to their current wireless plan with data.</li>
</ul>Bridging the Digital Divide 
T-Mobile is committed to bringing the power of the internet to everyone across America. <a href="https://prepaid.t-mobile.com/prepaid-plans/connect" rel="noreferrer noopener" target="_blank">T-Mobile Connect</a>, the Un-carrier’s lowest priced plan ever, was launched right as the pandemic hit to help more people get and stay connected at just $15/month for unlimited talk and text, plus up to 2.5GB of high-speed data with 5G access included on capable devices and an annual upgrade of 500MB/year over the next four years — both at no extra cost. With <a href="https://www.t-mobile.com/business/education/project-10-million" rel="noreferrer noopener" target="_blank">Project 10Million</a>, a $10.7 billion investment by T-Mobile to help close the Homework Gap, the Un-carrier offers free internet service and free mobile hotspots to under-connected households with eligible school-aged children, aiming to reach up to 10 million eligible households over five years. In addition, the Un-carrier has unleashed <a href="https://www.t-mobile.com/isp" rel="noreferrer noopener" target="_blank">T-Mobile Home Internet</a>, a broadband service available to more than 10 million rural households across the country.

How to Apply for ACP at Metro by T-Mobile 
New and existing customers can get approved for the ACP through the <a href="https://acpbenefit.org/" rel="noreferrer noopener" target="_blank">National Verifier</a> and then visit a <a href="https://www.metrobyt-mobile.com/storelocator" rel="noreferrer noopener" target="_blank">Metro by T-Mobile store</a> to apply the discount to their service. Existing customers who are approved by the National Verifier can also apply for their discount by going to <a href="https://www.metrobyt-mobile.com/" rel="noreferrer noopener" target="_blank">metrobyt-mobile.com</a> and <a href="https://www.metrobyt-mobile.com/my-account/sign-in" rel="noreferrer noopener" target="_blank">My Account</a>.

For more information on the ACP at Metro by T-Mobile, visit <a href="https://www.metrobyt-mobile.com/" rel="noreferrer noopener" target="_blank">metrobyt-mobile.com</a>.

Follow T-Mobile’s Official Twitter Newsroom <a href="https://twitter.com/TMobileNews" rel="noreferrer noopener" target="_blank">@TMobileNews</a> to stay up to date with the latest company news.

If congested, the fraction of users &gt; 35GB/mo. may notice reduced speeds and Metro customers may notice reduced speeds vs T‑Mobile due to prioritization. Video streams at up to 480p. Sales tax and regulatory fees are included in the monthly plan price. The Affordable Connectivity Program (ACP) is a government program that reduces the customer’s broadband internet access service bill. One discount per eligible household and is non-transferable across households. Eligible consumers may obtain ACP service from any participating provider and may transfer their ACP benefit to another participating provider at any time. For details on the ACP program, visit <a href="https://www.fcc.gov/acp" target="_blank">https://www.fcc.gov/acp</a>. Free / $30 Off: Limited-time offer; subject to change. Allow one billing cycle for monthly ACP discount after confirming eligibility through National Verifier and completing enrollment in ACP. Max 1/account. May not be combined with some offers or discounts. Pricing may require port-in from eligible carrier. 5G capable device required; coverage not available in some areas. Some uses may require a certain plan or feature.

About T-Mobile 
T-Mobile U.S. Inc. (NASDAQ: TMUS) is America’s supercharged Un-carrier, delivering an advanced 4G LTE and transformative nationwide 5G network that will offer reliable connectivity for all. T-Mobile’s customers benefit from its unmatched combination of value and quality, unwavering obsession with offering them the best possible service experience and undisputable drive for disruption that creates competition and innovation in wireless and beyond. Based in Bellevue, Wash., T-Mobile provides services through its subsidiaries and operates its flagship brands, T-Mobile, Metro by T-Mobile and Sprint. For more information please visit: <a href="https://www.t-mobile.com/" rel="noreferrer noopener" target="_blank">https://www.t-mobile.com</a>.

Media Contacts 
T-Mobile US Media Relations <a href="mailto:MediaRelations@t-mobile.com">MediaRelations@t-mobile.com</a>

Investor Relations <a href="mailto:investor.relations@t-mobile.com">investor.relations@t-mobile.com</a>

To keep more income-insecure households connected and to broaden #5GforAll, T-Mobile is expanding its participation in the federal government’s Affordable Connectivity Program to Metro by T-Mobile.

T-Mobile Brings the Federal Affordable Connectivity Program to More Customers With FREE Wireless Service at Metro by T-Mobile

Walgreens Boots Alliance (Nasdaq: WBA) today published its 2021 Environmental, Social and Governance (ESG) Report to celebrate and acknowledge the huge effort and impact of this vital work. Healthcare is at the center of WBA’s ESG framework, reflecting its operations and its corporate vision to be the leading partner in reimagining local healthcare and well-being for all.

<figure role="group" class="align-center"><img alt="two team Japan members at the Tokyo 2020 Olympics" data-entity-type="file" data-entity-uuid="5552d000-3fdc-49ed-ba16-5216f34a7438" src="/sites/default/files/inline-images/2021-07-19-Sustainability-featured.jpeg" width="640" height="720" loading="lazy" /><figcaption>© IOC/Matthew Jordan Smith</figcaption></figure>Tokyo 2020 published its Post-Games Sustainability report, which highlights the Games’ achievements in the areas of climate, circular economy and promotion of a sustainable society. The report was released during the Tokyo 2020 Executive Board meeting that took place in Tokyo, Japan.

Key highlights from the report include going beyond carbon neutrality by reducing carbon emissions and compensating more than the remaining emissions; re-using or recycling 99 per cent of non-consumable items procured for the Games; recycling 62 per cent of the waste generated during the Games and achieving an all-time high of 48 per cent female athlete participation in the Games.

“The Tokyo 2020 Games set out to raise awareness of the role of sport in society, and our aim was to use the Games as an opportunity to show how sport can help fulfil our responsibility to resolving the issues involved in achieving a sustainable society, said Tokyo 2020 President HASHIMOTO Seiko. “If the people who experienced or witnessed the Games continue to believe in the power of sport and take action together for a better future, the legacy of the Games will be preserved, and this will demonstrate the power we have to realise the transformation into a sustainable society. As one of those people, I will also continue to work on building this legacy.”

The Tokyo 2020 Games were planned and delivered in alignment with the five main sustainability themes: “Climate Change”, “Resource Management”, “Natural Environment and Biodiversity”, “Human Rights, Labour and Fair Business Practices”, and “Involvement, Cooperation and Communications (Engagement)”.

Highlights of the achievements include:

<ul><li>Beyond carbon neutrality
	<ul><li>A number of CO2 reduction measures were implemented, including energy saving, using existing venues and deploying fuel-efficient vehicles to reduce pollution. In addition, CO2 emissions from the Games fell by 800,000 tonnes due to the fact that the Games were held with almost no spectators.</li>
		<li>Through the Tokyo cap-and-trade programme and Saitama Target Emissions Trading System, as many as 217 businesses provided certified Excess Reduction Credits, amounting to 4.38 million t-CO2 available to offset the Games. This amount exceeds the calculated total carbon footprint of 1.96million t-CO2 by 2.42 million t-CO2. This meant that the Tokyo 2020 Games had gone beyond carbon neutrality.</li>
	</ul></li>
	<li>Using hydrogen energy to help create a “hydrogen society”
	<ul><li>Hydrogen was used for the first time as fuel for the flame of the Olympic torch and the cauldron; in addition, 475 fuel cell electric vehicles provided by Worldwide Olympic/Paralympic Partner Toyota were utilised for transportation.</li>
		<li>Electricity generated using pure hydrogen fuel cells was used to supply power to some of the residential buildings and the athlete leisure area, “Relaxation House”, at the Olympic and Paralympic Village, under a Tokyo Metropolitan Government initiative.</li>
	</ul></li>
	<li>Promoting the “3Rs” (“Reduce/Reuse/Recycle”)
	<ul><li>99 per cent of non-consumable items procured for the Games were reused or recycled as a result of rentals and leases, and through cooperation with relevant organisations.</li>
		<li>Due to the COVID-19 pandemic, most venues had no spectators, which changed the waste composition. However, Tokyo 2020 conducted a thorough separation of all waste and promoted the recycling of materials such as plastic bottles, plastics and paper, recycling 62 per cent of the waste generated during the operation of the Games.</li>
	</ul></li>
	<li>Public engagement
	<ul><li>The athletes’ 5,000 medals were made from precious metals extracted from discarded electronic devices. Medallists’ podiums were made from 24.5 tonnes of used plastic similarly collected from members of the public in collaboration with P&amp;G, a Worldwide Olympic Partner.</li>
		<li>The Village Plaza at the Olympic and Paralympic Village was constructed using timber borrowed from local municipalities and was returned to them for re-use after the Games.</li>
	</ul></li>
	<li>Sustainable Games management based on ISO20121
	<ul><li>Tokyo 2020 prepared and managed the Games based on event sustainability management system ISO20121, which was third-party certified.</li>
	</ul></li>
</ul>In March 2019, Tokyo 2020 unveiled its Sustainability Progress Report, subsequently publishing its Pre-Games Report in April 2020 and its Update Report in July 2021, highlighting progress of the Games’ sustainability initiatives across each of the five themes.

This final report details the final achievements of the sustainability initiatives taken before and during the Tokyo 2020 Games as well as relevant developments since the Games.

<a href="https://www.tokyo2020.jp/ja/games/sustainability/report/index.html" target="_blank">Further details are provided in the Tokyo 2020 Sustainability post-Games Report</a>.

Tokyo 2020 published its Post-Games Sustainability report, which highlights the Games’ achievements in the areas of climate, circular economy and promotion of a sustainable society. The report was released during the Tokyo 2020 Executive Board meeting that took place in Tokyo, Japan.

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