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Best Dishes: Lessons in Leadership with Chef Jet Tila – a PNC AAPI Heritage Month Event

Leadership in a New Era of Accounting and Sustainability

Rayonier Sustainability Report: Protecting Threatened and Endangered Species

<img alt="Covia Honored With the 2024 Environmental/Sustainability Award" data-entity-type="file" data-entity-uuid="ba883cbc-a2e3-4f81-8a32-fadc5b77ef55" src="/sites/default/files/inline-images/IMG_2691_0.jpeg" width="640" class="align-center" height="1280" loading="lazy" />Covia is pleased to announce that we were honored with the 2024 Environmental/Sustainability Award during the Peterborough County Community Recognition Awards ceremony on Thursday, May 16th at the Douro Community Centre in Peterborough, Ontario. Our nomination by the Ontario Turtle Conservation Centre and the Lake Kasshabog Residents Association (LKRA) highlights our dedication to fostering lasting partnerships within our communities, as well as our innovative approach and leadership in environmental conservation and sustainability efforts.

Our initiatives encompass a wide range of activities, from safeguarding local wildlife to supporting environmental and wildlife initiatives led by the LKRA, as well as raising awareness among the public about environmental projects in the region.

Covia collaborates with the LKRA to reduce our environmental footprint in and around the lake. We facilitate a positive relationship with the residents by actively protecting local wildlife, such as establishing pollinator gardens, participating in the Birds Canada Loon Study by placing loon protection signs around the lake, and safeguarding local turtle populations through egg collection and incubation. To discover more about Covia's turtle conservation efforts, please <a href="https://www.3blmedia.com/news/how-covia-advancing-mineralogy-and-saving-turtles-ontario" target="_blank">click here</a>.

Members of our Covia Canada team were present to accept the award. We invite you to join us in celebrating this exciting achievement.

Covia Honored With the 2024 Environmental/Sustainability Award

<figure role="group" class="align-center"><img alt="&quot; &quot;" data-entity-type="file" data-entity-uuid="41cf2225-aae1-4364-86e2-c455920a1467" src="/sites/default/files/inline-images/Matt%20Dawson_Monster%20Energy_2024.png" width="640" height="1910" loading="lazy" /><figcaption>Courtesy Monster Energy</figcaption></figure><a href="https://monsterbevcorp.com/sr-philanthropy.php" target="_blank">Monster Energy Cares Foundation</a>

Monster Energy Cares: Okay Matt — I’m looking over your CV here, and I have to say… it sounds like total bullshit. According to this, in your 20s, you had crippling compartment syndrome in your legs, which prevented you from even climbing up a flight of stairs, correct? Matt Dawson: Yes. A flight of stairs was something I tried to avoid at all costs. MEC: And since then you have somehow:

<ul><li>Summitted the 7 highest peaks on the 7 continents in less than a year</li>
	<li>Also summitted the Matterhorn, for shits and giggles, in under 7 hours</li>
	<li>Walked solo and unsupported across the Mojave Desert and Death Valley</li>
	<li>Rowed across the Atlantic Ocean</li>
	<li>Skied to the South Pole</li>
	<li>(And would have already skied to the North Pole AND flown around the world, if it weren’t for Covid and the War in Ukraine)</li>
	<li>You turned down contracts to play pro football</li>
	<li>You’re a licensed motorcycle racer</li>
	<li>You’re a licensed pilot</li>
	<li>You are a Navy-trained rifles and pistols expert</li>
	<li>You run your own charity</li>
	<li>…and it says here your day job is Managing Director of an investment banking firm.</li>
</ul>Is that all correct? MD: (laughs) Yes. MEC: So I guess our first question is: Where do you find the energy? And you’re not contractually obliged to say Monster Energy by the way. MD: (laughs) You know, you gotta find… people talk about the “why”, you hear that all the time. And personally, it’s not what I would subscribe to. Mine is kind of like the “have”. It’s what do you have inside of you that you have to get out. It’s not why I do something, it’s just I’ve identified something in me that’s… it’s like oxygen. It’s “I have to get this out of me”.  You’ve gotta find a greater purpose behind all of this stuff, because it’s not about running a marathon or backflipping a motorcycle or climbing a mountain; it’s why are you doing these things. 
And ultimately, the way that I look at it and the way we built Dawson’s Peak is, it’s living with a purpose and using that purpose to help elevate others around you. It’s understanding what you’re doing and why you’re doing it, and the impact you want to have on others. Because anyone can go out and train when it’s pretty out, you go to the gym, all that kind of stuff; but when it gets… when you’re years into a project, or when you’re months into an expedition, or your toes are frozen, where you can’t feel your hands, or you miss your family or whatever — the energy doesn’t work at that point. It’s that greater sense of what’s inside of you that you have to get out, and why is it that important to you. MEC: You are a fairly unique addition to the Monster roster; you’re not a pro athlete, not an artist, not a gamer, not a Monster Girl (that we know of). You are a Monster Adventurer. Is that a title you think fits? 
  MD: You know, it’s something that I’m trying to earn. To be quite honest with you, I don’t think I’m there yet. I think I’ve had the opportunity to do some fun things, and some interesting things, but as you and I have discussed, the more I do, the less impressed with it I am. And where I thought my limits were, now just every time I do something, I see my limits are so much more than I ever imagined. So, I think that that’s hopefully a great representation of the Monster brand and why we’ve been so fortunate and honored to work with y’all to try to truly exemplify that. MEC: How long have you been with Monster and what’s it been like? MD: We started with Monster just before leaving for Everest in 2021, where I met with Dan McHugh, the CMO. He and I had a wonderful meeting… it was like I’d known him for 20 years. And that’s how it really got started. 
And you know, this is not me saying this just because you and I are speaking, I tell this to everybody I talk to: literally every single person I’ve met within the Monster organization, the Monster Family, has been enjoyable to work with. Or just to speak with, or just to spend time with. And the level of community and camaraderie that Monster has built is something very special. Being an investment banker working in mergers &amp; acquisitions for the last 15-18 years, all I’ve done is work with companies. So I know company culture, I’ve been around dozens and dozens of companies, so I know something special when I see it. And what y’all built here is very special. MEC: Aw that’s very sweet of you to say Matt! So how did all this adventuring get started? As you say, you were on a very different life track, as an investment banking financial advisor… MD: To really scale the story down, I’d been working in banking for more than 10 years, I was successful at that to a degree where I lived a good life, I was comfortable financially and that kind of stuff… but there was this growing sense of emptiness that was inside of me for probably 20-30 years, and no matter what I did, nothing filled that hole. I felt that it just continued to develop and to evolve. It got to a point where it was almost crippling depression. If you saw my life on the outside you wouldn’t have thought that; but on the inside, there were days where the thoughts of getting out of bed and putting my feet on the floor made me almost want to start crying. There was just so much internal pain — and I didn’t know why. Because I looked at my life and I had everything, I’ve got friends, and opportunities, and means… it just didn’t make sense. And it kept getting worse. 
And roughly about that time I lost my mother and my girlfriend. And I just knew that it was time for a change. So I travelled to Nepal alone, spent three weeks wandering around Mount Everest, and on that trip just really broke through a bunch of personal thing that I needed to. The joke I make is, it was going far to go deep. I needed to do work, but the level of work I needed to do, I couldn’t do it around the same people every day, in the same environments, doing the same things. 
And when I was on that trip — whatever you want to call it, God, or the Universe, or Energy, or Allah, or whatever it is to you — it spoke to me. And this thing, this presence said two things: 1) you’re not living with a sense of purpose. And 2) your life is only about you. 
And that, coupled with being in the Himalayas, where you truly understand how irrelevant we all are… just the scope of these mountains and the role we all play; everybody matters — but nobody is important. Just a destruction of the ego. It all just coalesced together. And I was like “Maybe there’s something here.” Because before this, I’d never done any type of climbing, any type of trekking, any type of anything. To go from zero to over 17,000 feet was an interesting experience. MEC: And this is the wildest part of it all, you just… did it. With no experience or training at all. So what was the hardest part? The most dangerous part? People die doing all of these things all the time. How many times have you said “Fuck — I could die right here”? MD: I don’t say that… I say “Now it’s serious.” MEC: Have you ever thought you were going to die? MD: Yeah there were times where I was definitely concerned for my welfare, let’s just put it that way. There are certain times where you get nervous, your mind starts speeding up, your heart starts speeding up. But then you cross over a threshold, where whatever can happen to you is right there, and it can be very bad very quickly — and you almost become calm. Because you understand — for want of a better term — if you lose your shit at that point, it’s only going to hurt the situation. You’ve got to focus; everything else has got to go away, and you’ve got to get locked in and locked on. MEC: So in all this crazy shit you’ve done, what was the most dangerous? MD: There’s two sides: there’s the hardest, and the most dangerous. I’d say the hardest thing — and this is probably not the answer you were thinking — was the training. Day in, day out. I’ve been training since August 1st, 2018, and since that time I have never missed a single workout. I’ve never skipped one workout. MEC: WHAT?? MD: Yes. But I can tell you now, as much as I’ve enjoyed this, I don’t enjoy it every day. And of those workouts, I think less than 10 of them were workouts that weren’t completed exactly as written. There were days that maybe I didn’t wanna do this big leg workout, but I got it done, because that’s what you’re supposed to do. MEC: How often do you work out? MD: I train 7 days a week. MEC: You’ve trained every single day since August of 2018? MD: Yes. The only days that I would miss are travel days where I just physically could not train, or if I had scheduled periods for recovery, that was part of the training. I train on average 20-25 hours a week. MEC: Incredible. MD: It’s that level of consistency; the days that you don’t want to be there — and you’re still there — is probably the most difficult part of it. 
In terms of the actual expeditions? The one that sticks out in my mind… people love to talk about Everest and high altitudes and all that kind of stuff, but the one that really sticks out was the row, the 53 day crossing of the Atlantic. It was just the monotony of the same thing, day in, day out. Once we started rowing, we didn’t stop for 53 days. You’re rowing for 24 hours a day, between you and your teammate. You row for 1-4 hour shifts, you sleep for 1-4 hour shifts. You can’t push the pause button. And when you’re not rowing, you’re in the boat and you’re cold and you’re wet and it’s loud, and it never stops moving. That was the first time I’d done an expedition like that were you just don’t get a break. For nearly 2 months. Imagine an NBA game that lasts for 53 days! Which is essentially what it is. MEC: And is that not scary? Being out in the middle of the ocean at night, it’s just black, there’s no lights, there’s no land… there’s nothing? MD: Again, there are points where I got concerned, but I don’t think I ever had fear of being out there. Well, except that one time when I thought a whale went under the boat… to this day I still don’t know whether it was a whale or my mind, but this thing was bigger than the boat, and I swear it went right under the boat… 
But you do get concerned at points. Something that helps when you’re in those situations, is just to appreciate the magnitude of not only the opportunity, but the moment. I’m in a boat and nobody is within hundreds and hundreds of miles of me, and what a special experience and opportunity that is. That’s what fills my mind, rather than “if I move 2ft to my left I’m gonna drown because it’s 15,000ft deep.” You can choose either perspective you want to take. MEC: Tell me a little about the charities you work with — Hope for the Warriors, the Gary Sinise Foundation, LA Circle of Giving, and LEAP Foundation, as well as your own charity, Dawson’s Peak. MD: To start from the top down: <a href="https://dawsonspeak.org/" target="_blank">Dawson’s Peak</a> is a fully registered 501c3; our mission is to inspire the discovery and pursuit of individual purpose. To get people to understand that we are all capable of living greater lives, and that it is important for us not only to identify, but to each develop our individual purpose… basically the unique gift that we can offer the world in a way that only we can offer it. I think that gets lost a lot — people fail to understand that you can impact this world in a way differently than I can, differently than someone else, and someone else… we all have a unique impact through the special gift that we all have. And the way that Dawson’s Peak does it is, we create large scale global expeditions where we sponsor athletes, the athletes go out and undertake those expeditions, and viewers can watch them, and hopefully serve as points of inspiration, where the viewer can see them climb a mountain or row an ocean, and say I can find the mountain or the ocean in my life. If they can do that, I can apply that to my life. 
On our first project, Seven for Soldiers, where I’m trying to set 7 world records — 100% of our net proceeds are going to two outside groups, as a way of putting our money where our mouth is, to show the kind of impact we want to have on others. 100% of net proceeds benefit the <a href="https://www.garysinisefoundation.org/" target="_blank">Gary Sinise Foundation</a> and <a href="https://www.hopeforthewarriors.org/" target="_blank">Hope for the Warriors</a>, which are two of the highest Veteran ranked and rated charities in the country, and we are very proud to have them be a part of this. 
I also sit on the board of <a href="https://www.losangelescircleofgiving.com/" target="_blank">LA Circle of Giving</a>, they work directly with individual specific families that are in need; rather than having an organization that generally raises money and generally distributes money, they work with families on a one-off basis, understanding the needs of that particular family, and then raises the necessary funds or awareness or assets to address the issues that they are going through. 
And then the <a href="https://www.leapfoundation.com/" target="_blank">LEAP Foundation</a> is a group that works through UCLA, that mentors young kids, and their development as individuals and professionals. MEC: Not just where do you find the energy — where do you find the time? You must have excellent time management skills! MD: I enjoy efficiency! I really do. MEC: Any tips for us? MD: It’s what we spoke about earlier: when you find that “have” — It’s gotta be that important to you. Look, before all this started, I was going out 4-5 nights a week, going to bars and restaurants and dinners and clubs and hanging out with friends and vacations. Since August 1, 2018, I think I’ve gone on one vacation, and maybe three dinners. I don’t hang out with friends, I don’t see my family as much. The social life, the dating, all that stuff has taken a back seat to this. I’m in bed at 10pm and up at 4, 5, or 6am and at it… it’s just part of the game. MEC: But obviously no regrets? You seem like a very happy person… you seem very content. Not just focused, but content. MD: You see, I would say exactly that. I’m not a happy person, by nature. It’s just not how I’m built. I think happiness is a word that’s overused nowadays… It’s kind of like white sugar, it’s sprinkled on everything. “Oh I wanna be happy!” Happiness never enters my mind or equation; it’s contentment, and satisfaction. MEC: Fulfilled? MD: Exactly, fulfilled. Those are the words that I look for. Not only in my life, but through my actions. 
Learn more about <a href="https://www.monsterbevcorp.com/social-responsibility.php" target="_blank">Social Responsibility at Monster Energy</a>

Monster Energy Cares: Matt Dawson

<img alt="&quot;Net Zero Readiness Report 2023&quot;" data-entity-type="file" data-entity-uuid="9e7df35f-9a5d-48c3-b74e-0c22c5b42e2f" src="/sites/default/files/inline-images/Screen%20Shot%202024-04-17%20at%209.27.49%20AM.png" width="640" class="align-center" height="591" loading="lazy" />KPMG published the Net Zero Readiness Index in 2021,1 a few weeks before the COP26 UN climate change conference in Glasgow. The event resulted in 153 countries putting forward new emissions targets for 2030 and more than 90 percent of world economic output and global emissions being covered by net zero agreements. Attempts to phase out the use of coal, the single biggest contributor to climate change, failed with weaker language to ‘phase down’ its use in the final agreement. COP26’s chairman Alok Sharma said that the conference had kept alive the hope of keeping global temperature increases within 1.5 degrees Celsius this century but added “its pulse is weak.”

The last two years have seen many countries taking steps in the right direction towards net zero, even if most have a long way to go. Some have announced significant new policies to support decarbonization, including the REPowerEU in Europe. Emissions trading schemes are expanding in several countries and the EU is phasing in its Carbon Border Adjustment Mechanism, an idea that other countries look likely to adopt. The bloc is also introducing regulations to block the import of products linked to deforestation, showing how some jurisdictions plan to go further faster to meet net zero pledges.

Next year will see companies in many countries starting to report on their climate change risks and plans.

Renewable energy production continues to expand rapidly around the world, investment is rising fast and there are indications that it is becoming harder to raise funding for some fossil fuel projects. Renewable production and the reshaped electricity grids it requires will inevitably impact on some local environments, their biodiversity and communities. We are going to see more conflicts between the local and the global, but if we want to reach net zero while keeping the lights on, we have to build new power infrastructure somewhere.

These issues are among those discussed in this Net Zero Readiness Report. It explores the readiness of 24 countries based on interviews with local KPMG specialists. This report also examines global trends in sectors that are key to tackling climate change: the economy, electricity, transport, manufacturing, buildings, infrastructure, oil and gas, agriculture and the blue economy.

Across these countries and sectors we can see plenty of examples of progress on decarbonization including growth in electric vehicle sales, although from a low level in most countries. On behalf of all the KPMG specialists involved, we hope this report can contribute to helping organizations quicken their pace on the long walk towards net zero.

<a href="https://kpmg.com/xx/en/home/insights/2023/09/net-zero-readiness-report-2023.html" target="_blank">Click here to download the full Net Zero Readiness Report 2023.</a>

Net Zero Readiness Report

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<a href="https://www.northwesternmutual.com/who-we-are/sustainability-report/" target="_blank">Originally published in Northwestern Mutual 2023 Sustainability and Social Impact Report</a>

Through the <a href="https://www.northwesternmutual.com/who-we-are/sustainability-social-impact/communities/" target="_blank">Northwestern Mutua</a><a href="https://www.northwesternmutual.com/who-we-are/sustainability-social-impact/" target="_blank">l</a> Foundation, we invest in the future—allocating $23.5 million in 2023 to drive transformational and sustainable community outcomes. Our support includes not only financial contributions but also community partnerships, advocacy and volunteerism in the areas where our employees, financial advisors and representatives, and policyowners live and work. 

As a company, we’re committed to accelerating the search for better treatments and cures for childhood cancer. We work nationally to fund clinical research and support families during and after treatment, helping advance better quality-of-life outcomes. 

In our hometown of Milwaukee, Wisconsin, we’re helping to expand access to quality education, revitalize underserved neighborhoods, increase opportunities for homeownership and support premier cultural attractions—investing in a healthy, economically vibrant city, for today and tomorrow.

CHILDHOOD CANCER: ADVANCING RESEARCH, SUPPORTING FAMILIES

Every day, more than 1,000 children worldwide are diagnosed with childhood cancer. It’s the number one cause of death by disease for children under the age of 15 in the U.S., yet it receives only 4% of the federal government’s annual cancer research budget1. What’s more, studies show that 60% of families lose significant household income and are hit with financial hardship following a cancer diagnosis2. Since 2012, Northwestern Mutual has been committed to accelerating the search for better treatments and cures for childhood cancer, while supporting families undergoing treatment and survivors living with long-term effects.

Accelerating the search for better treatments, cures and quality of life 

Through partnerships with nonprofit organizations and clinical researchers, we seek to accelerate the search for better treatments and cures for childhood cancer while supporting families and survivors. 

Since 2012, we’ve partnered with Alex’s Lemonade Stand Foundation, whose mission is to change the lives of children by empowering everyone to help find a cure for childhood cancer. Our funding includes: 

<ul><li>Young Investigators grants, up to $50,000 a year for three years, providing vital startup funds for the best and brightest early-career researchers </li>
	<li>Innovation grants, providing seed funding for researchers with a novel approach to pediatric oncology scientific investigation </li>
	<li>The Crazy 8 initiative, detailing roadmaps toward cures for specific hard-to-treat childhood cancers </li>
	<li>The Childhood Cancer Data Lab, empowering researchers and scientists worldwide to collaborate, share and develop resources to accelerate new treatment and cure discovery </li>
	<li>The Pediatric Oncology Student Training (POST) program, for undergraduate, graduate and medical students from underrepresented populations, encouraging careers in pediatric oncology research</li>
</ul>Scholarships to fulfill dreams 

We understand the unexpected costs and financial burden cancer treatment can place on a family. Our annual Childhood Cancer Scholarship Program gives survivors and siblings affected by childhood cancer the opportunity to pursue their dreams of higher education. In 2023, we awarded $500,000 in combined scholarships to 50 students. Since 2017, we’ve awarded nearly $2 million in scholarships to more than 260 scholars.
<img alt="large group of volunteers" data-entity-type="file" data-entity-uuid="602a172e-9530-4c91-a0b9-21b9af1d097a" src="/sites/default/files/inline-images/volunteers_northwesternmutual_041524.png" width="640" class="align-center" height="799" loading="lazy" />BUILDING EDUCATION AND OPPORTUNITY PATHWAYS FROM EARLY CHILDHOOD TO EMPLOYMENT

Supporting education for Milwaukee’s youth has been a Northwestern Mutual priority for more than 25 years. As one of the Milwaukee area’s largest employers, we believe in creating access to quality education for all students, from all backgrounds. By investing in students, we’re creating the foundation for Milwaukee’s future leaders and professionals. When everyone has the opportunity to achieve their full potential, we all succeed.

Strengthening the K-12 pipeline 

Research shows that quality preschool education has a long-term positive effect, especially when combined with support for families3. We support early childhood organizations to ensure students arrive at school ready to learn and succeed. And we invest in initiatives for systemic change as well as targeted, smaller-scale projects to meet evolving needs of students and educators. 

Our 22 Milwaukee-area K-12 partner schools demonstrate high performance—and we want to help build on what’s working. Most of these schools serve more than 80% economically disadvantaged students, and many serve more than 90%. 

This year we committed an additional $5.8 million to support 40 Milwaukee-based nonprofits and schools, which includes a bridge loan to Notre Dame School of Milwaukee and two capital grants to St. Marcus School and St. Augustine Prep. This will help these schools expand and add about 1,500 quality seats to classrooms over the next few years.

Cultivating talent through college completion 

Since 2018, we’ve partnered with All-In Milwaukee, a college completion and career placement program that supports students through financial aid and advising. Northwestern Mutual has been proud to fund 81 scholars to date. This year we announced a $2 million, four-year grant that will enable another 100 students—many of them first-generation college attendees—to receive comprehensive support toward graduation. 

In 2023, 16 All-In Milwaukee scholars interned with us. We also hosted development days for more than 300 students at our corporate headquarters. In 2023, Northwestern Mutual also expanded our commitment to providing students from underserved neighborhoods access to quality education. Over the next five years, we’ll issue more than $2.5 million in grants and scholarships to a total of 136 students from local pipeline schools to pursue higher education through our new HBCU (Historically Black Colleges and Universities) Connection Scholarship program and continuing partnership with All-In Milwaukee. Our inaugural cohort of nine recipients will receive $7,500 in both their freshman and sophomore years and have the opportunity to participate in paid summer internships after their junior and senior years.

Fostering tech talent and innovation 

Technology enables Northwestern Mutual’s client, field and service experiences and accelerates our business outcomes. Developing regional technology talent is essential to pushing the boundaries of what’s possible, and we partner with local organizations to amplify our impact. 

<ul><li>The Northwestern Mutual Data Science Institute (NMDSI) was created in 2018 by Northwestern Mutual, Marquette University and the University of Wisconsin-Milwaukee to establish Wisconsin as a technology hub. In 2023, the three institutions committed $35 million to NMDSI over the next five years, building on the nearly $40 million invested to date. </li>
	<li>Our technology outreach program, hi, Tech, introduces K-12 students to the possibilities of achievement through tech. </li>
	<li>Our high school Tech Minicamp &amp; Internship immerses students from our partner schools in a tech skills development program. More than 50 employees volunteer as instructors and mentors. </li>
	<li>We hosted 60 middle school girls from Golda Meir and Hmong American Peace Academy at our downtown campus for hands-on tech activities and career guidance from our women leaders. </li>
	<li>In 2023, we kicked off a mentoring program with Ronald Reagan High School in Milwaukee that brings together 40 high school girls with 20 Northwestern Mutual women every month to develop tech and professional skills. </li>
	<li>As a founder of the nonprofit MKE Tech Hub Coalition, which seeks to build a vibrant, inclusive tech ecosystem, we hosted 2023’s 4-year anniversary event for 300 community members.</li>
</ul>Revitalizing underserved neighborhoods 

Financial inequities in housing and income add to the racial wealth gap across the United States. We believe a long-term, resident-engaged approach is critical to reversing the root causes of these challenges. Working alongside residents and community partners in three Milwaukee neighborhoods, we’re supporting development of the tools and skills to achieve community goals. In 2023, we also focused on expanding opportunities for affordable homeownership, which can be an important path to building financial security and generational wealth.

Expanding opportunities for homeownership 

According to the Wisconsin Policy Forum, Milwaukee has the lowest homeownership rate among its peer cities for African American/Black residents—just over 25%4. To address this gap, Northwestern Mutual dedicated $3.5 million in 2023 to help residents in Milwaukee’s underserved communities achieve homeowner status. The initiative includes: 

<ul><li>A $500,000 grant from the Northwestern Mutual Foundation to the Acts Housing’s Homeownership Acquisition Fund, which will purchase, remodel and sell homes to first-time buyers </li>
	<li>A $2.5 million investment from the Northwestern Mutual Impact Investment fund in the Milwaukee Community Land Trust to help drive affordable housing and ensure homeownership affordability over time </li>
	<li>Additional funds up to $500,000 for services such as homebuyer training, which prepares people for the financial and other obligations of homeownership</li>
</ul>Partnering with neighborhoods 

We believe neighborhood revitalization starts with the development of strong community leaders who become champions for the residents and their shared goals. For more than a decade, we’ve partnered with Milwaukee’s Amani, Metcalfe Park, and Muskego Way neighborhoods to create long-term impact, investing more than $15 million toward sustainable transformation and economic empowerment. Those investments support resident-led revitalization plans, thriving neighborhood associations, deeper collaboration among nonprofit partners, and the development of a citywide shared housing strategy.

MAKING OUR HOMETOWN EVEN MORE ATTRACTIVE AND INCLUSIVE

Milwaukee is home to iconic cultural destinations and leading organizations that give our citizens opportunities to engage and connect with each other. This year, Northwestern Mutual gave nearly $3 million to community partners, along with funding community giving campaigns, to increase access and help make Milwaukee a great place to live and visit.

Learn more about Northwestern Mutual’s commitment to investing in our communities in the <a href="https://www.northwesternmutual.com/who-we-are/sustainability-social-impact/communities/" target="_blank">2023 Sustainability and Social Impact Report</a>.

 

1National Cancer Institute, <a href="https://www.cancer.gov/types/childhood-cancers" target="_blank">Types of Cancer in Children</a>, September 29, 2023, and <a href="https://www.cancer.gov/about-nci/budget#:~:text=NCI%20Budget%20Process-,Current%20Fiscal%20Year%20(FY%202020)%20Budget,regular%20and%20Cancer%20Moonshot%20appropriations." target="_blank">NCI Budget and Appropriations</a>, January 24, 2024 

2Family Reach, “<a href="https://familyreach.org/wp-content/uploads/2016/08/16-FamilyReach-Survival-at-all-costs.pdf" target="_blank">Survival at All Costs</a>,” 2015

3Sarah Sparks, “<a href="https://www.edweek.org/teaching-learning/early-education-pays-off-a-new-study-shows-how/2022/03" target="_blank">Early Education Pays Off. A New Study Shows How,</a>” Education Week, March 29, 2022

4<a href="https://wispolicyforum.org/wp-content/uploads/2022/07/Racial-Equity-in-Homeownership-Media-Release.pdf" target="_blank">“On Racial Equity in Homeownership, Milwaukee Ranks Last Among Peers,”</a> Wisconsin Policy Forum, July 22, 2022

Northwestern Mutual Sustainability and Social Impact: Investing in Our Communities

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FORT WORTH, Texas, May 15, 2024 /CSRwire/ - American Airlines proudly announces a historic endeavor to commemorate the 80th anniversary of the D-Day landings in Normandy, France. On May 31, American will fly 70 World War II veterans to France on a donated charter flight to honor them for their service and sacrifice.

"We’re honored to play a part in helping this group of heroic veterans return to Normandy," said David Seymour, American’s Chief Operating Officer and a veteran of the U.S. Army. “This special journey is not only an expression of our gratitude for these heroes and the sacrifices they made for our freedom, but we hope to help shine a light on their extraordinary stories and preserve their legacies for generations to come."

D-Day marks a pivotal moment in history, and this trip reaffirms American’s commitment to supporting veterans and preserving their stories 80 years later.

Among the many heroes who will return to Normandy with American is U.S. Navy veteran Felix Maurizio, who was on a landing craft that deployed troops onto Omaha Beach on D-Day. One of the soldiers he dropped off was his brother, Sal, who served in an Army medical unit.
<img alt="Frank Perry Holding a box of displayed awards." data-entity-type="file" data-entity-uuid="67f02a57-f4c6-41db-a420-22a3b76c3098" src="/sites/default/files/inline-images/FelixDDay_AmericanAirlines_050824.png" width="640" class="align-center" height="675" loading="lazy" />Also taking the trip is Frank Perry, who served in the Army Air Corps as a turret gunner in central Europe in March 1945, and recalls staying on high alert for enemy fighter aircraft. After being discharged from service, he pursued his dream of a career in aviation with nearly 40 years of service at Piedmont Airlines. Piedmont is one of the many heritage airlines that came together to form today’s American Airlines.

The journey will begin with a kickoff dinner at the American Airlines headquarters in Fort Worth the night before, followed by a send-off parade at Dallas Fort Worth International Airport before the group boards a chartered flight to Paris.

The veterans will spend two days in Paris before traveling to the Normandy region for commemorative events. The trip will include visits to key historical sites, concerts and special ceremonies to honor the courage and sacrifice of all who served during World War II. The trip will culminate with a June 6 ceremony at the Normandy American Cemetery, where more than 9,000 U.S. service members have been laid to rest.

American has a long history of supporting those who have sacrificed to serve our nation and has formed partnerships with many organizations to support their mission. This historic trip includes partners like TriWest Healthcare Alliance, Gary Sinise Foundation, Robert Irvine Foundation and Old Glory Honor Flight.

Bookmark <a href="https://www.aa.com/dday80" target="_blank">www.aa.com/dday80</a> for updates surrounding the trip.

[Photos and interviews with veterans participating in the journey are available upon request. Please contact <a href="mailto:mediarelations@aa.com" target="_blank">mediarelations@aa.com</a> for further information.]

About American Airlines Group 
To Care for People on Life's Journey®. Shares of American Airlines Group Inc. trade on Nasdaq under the ticker symbol AAL and the company's stock is included in the S&amp;P 500. Learn more about what's happening at American by visiting <a href="http://news.aa.com/" target="_blank">news.aa.com</a> and connect with American <a href="https://twitter.com/AmericanAir" target="_blank">@AmericanAir</a> and at <a href="https://www.facebook.com/AmericanAirlines" target="_blank">Facebook.com/AmericanAirlines</a>.

American Airlines Honors Veterans With Special Journey to Normandy for the 80th Anniversary of D-Day

Blackbaud, the leading provider of software for powering social impact, has published its <a href="https://csr.blackbaud.com/?utm_medium=pr&amp;utm_source=3bl&amp;utm_campaign=CB-2024-1A-RP-2023IMPACTREPORT" target="_blank">2023 Impact Report</a>, sharing how the company has advanced its environmental, social and governance priorities in the past year.

“At Blackbaud, we’re committed to fueling impact and unleashing generosity – not only through our software, but by taking action on the issues that matter most to our people, our community and our planet.” said Mike Gianoni, president, CEO and vice chairman of the board. “This report gives a detailed look into the standards we hold ourselves to as corporate citizens and the positive changes we’re committed to making in the world. I am proud of the progress we have made and energized by all we have ahead of us.”

Achievements across Blackbaud’s key priorities in 2023 included:

People and Culture/HR: Blackbaud is committed to creating a great place to work, with a focus on employee engagement, development, well-being, inclusion and a long history of commitment to philanthropic work.

<ul><li>Philanthropy: 70% of Blackbaud employees volunteered in 2023.</li>
	<li>Employee Engagement: 91% participation in annual employee engagement survey, with 86% of employees saying they feel the work they do at Blackbaud is important.</li>
	<li>Inclusion: 43% of Blackbaud employees belonged to an affinity group—a 10% increase in 2023.</li>
</ul>Fueling Social Impact: Blackbaud fuels the impact of its customers with software and resources that enable organizations to drive change and power vital learning that transforms lives and communities.

<ul><li>Individual Changemakers: Over one million fundraising pages were created, and 19 million donations were made on Blackbaud’s JustGiving® platform alone.</li>
	<li>Nonprofits and Charities: Organizations using Blackbaud Raiser’s Edge NXT® and analytics saw a 21% increase in average gift size over a two-year period – growing funds used to support their social impact goals.</li>
	<li>Education Institutions: Over 3.2 million students participated in critical skills education through EVERFI® from Blackbaud®, totaling 8.8 million hours of learning across the globe.</li>
	<li>Companies: 2023 saw a 65% increase in employee volunteer hours powered by YourCause® from Blackbaud®, and 1.9M learners completed a workplace training powered by EVERFI from Blackbaud.</li>
</ul>Driving Climate Solutions: Blackbaud is committed to reducing its environmental impact and supporting customers in their sustainability efforts. Blackbaud participates in CDP’s public disclosure and aligns its reporting with TCFD recommendations.

<ul><li>Decarbonization: 100% carbon neutrality for 2023 emissions and a 92% reduction in global GHG emissions since 2019.</li>
	<li>Responsible Operations: 23% energy reduction and 45% water reduction in Blackbaud’s global headquarters office since 2019 with the transition to remote-first workforce approach.</li>
	<li>Strategic Partnership: Blackbaud is a proud, multi-year philanthropic sponsor of Project Drawdown, a nonprofit focused on solutions to climate change.</li>
</ul>Governance and Data Responsibility: Customer trust is a top priority and embedded in everything Blackbaud does.

<ul><li>Expertise: Blackbaud was named Governance Team of the Year in Governance Intelligence’s Annual Corporate Governance Awards, recognizing outstanding achievements in governance, risk, and compliance.</li>
	<li>Process: Blackbaud’s board of directors amended tenure limits for independent directors within its Corporate Governance Guidelines to assure that fresh ideas and viewpoints are represented on the board.</li>
	<li>Talent: The company appointed a Chief Privacy Officer to oversee data privacy and manage risks related to privacy compliance and privacy laws.</li>
	<li>Technology: Blackbaud increased the specialization of its cybersecurity team in incident response, vulnerability management, enterprise architecture and data protection, and enhanced its cloud-based security posture technology and on-premise encryption capabilities designed to protect against ransomware and malware.</li>
</ul>To learn more about how the company is fueling change through its practices, commitments and technology, view the full 2023 Blackbaud Impact Report <a href="https://csr.blackbaud.com/?utm_medium=pr&amp;utm_source=3bl&amp;utm_campaign=CB-2024-1A-RP-2023IMPACTREPORT" target="_blank">here</a>.

About Blackbaud 
Blackbaud (NASDAQ: BLKB) is the leading software provider exclusively dedicated to powering social impact. Serving the nonprofit and education sectors, companies committed to social responsibility and individual change makers, Blackbaud’s essential software is built to accelerate impact in fundraising, nonprofit financial management, digital giving, grantmaking, corporate social responsibility and education management. With millions of users and over $100 billion raised, granted or managed through Blackbaud platforms every year, Blackbaud’s solutions are unleashing the potential of the people and organizations who change the world. Blackbaud has been named to Newsweek’s list of America’s Most Responsible Companies, Quartz’s list of Best Companies for Remote Workers, and Forbes’ list of America’s Best Employers. A remote-first company, Blackbaud has operations in the United States, Australia, Canada, Costa Rica and the United Kingdom, supporting users in 100+ countries. Learn more at <a href="https://www.blackbaud.com/" target="_blank">www.blackbaud.com</a> or follow us on X/Twitter, <a href="https://www.linkedin.com/company/blackbaud/" target="_blank">LinkedIn</a>, <a href="https://www.instagram.com/blackbaud/" target="_blank">Instagram</a> and <a href="https://www.facebook.com/blackbaud/" target="_blank">Facebook</a>.

Media Contact <a href="mailto:media@blackbaud.com" target="_blank">media@blackbaud.com</a>

Blackbaud’s 2023 Impact Report Shows How the Company Is Fueling Change

<img alt="bee on tall purple flowers" data-entity-type="file" data-entity-uuid="206a71b9-84db-40e7-9cd5-1474178f62e7" src="/sites/default/files/inline-images/planet_henkel_040824.png" width="640" class="align-center" height="957" loading="lazy" /><a href="https://www.henkel.com/resource/blob/1935232/ae7bc192da78ab3ea1be5c12f764d63d/data/2023-sustainability-report.pdf" target="_blank">Originally published in the Henkel 2023 Sustainability Report</a>

We are on a journey toward an environmental transformation of our business model. To achieve this ambition, we intend to transform our processes, products and use of raw materials in the direction of a resource-efficient, climate-neutral future. We are focusing on climate change mitigation measures, a functional circular economy, and the protection of nature and biodiversity.

Climate

Climate change is one of the major global challenges of our time. We are committed to achieving the 1.5-degree target of the Paris Climate Agreement. The risks for society and for our company are significantly lower at a temperature increase of 1.5 degrees Celsius than at 2 degrees Celsius.

We consider climate change to be a factor that intensifies existing risks, but also offers numerous opportunities at the same time. Addressing climate change requires action by all key stakeholders, including policymakers, the private sector, communities and civil society. The CDP rating of A- for our climate commitment demonstrates the strength of our efforts to do our part to help find a solution. This is why we are part of the Alliance of CEO Climate Leaders, a network of business leaders from different industries and regions. This community, led by the World Economic Forum, is committed to accelerating decarbonization and expanding partnerships across global value chains. 

Henkel has set science-based emissions reduction targets based on a 1.5-degree pathway for our Scope 1 and 2 targets. To underscore our commitment to being a leader in climate protection, we have included the attainment of our Scope 1 and 2 SBTi targets in the long-term incentive system for the Management Board and our top managers from 2023. We consider climate change and its impacts as part of our sustainability and risk management approach, and also across our entire value chain. It is relevant for us from two perspectives: One is with regard to the potential impact of our business activities on the global greenhouse gas balance, and the other is with regard to the potential impact of climate change on our business activities. We are striving to become a climateneutral company. This is also increasingly being referred to as a net-zero balance for a company’s business activities. This is based on the vision of ensuring that business activities do not contribute to further global warming.

Circular economy

Decoupling economic growth from the consumption of finite natural and fossil resources and developing a circular economy are key approaches to sustainable value creation and climate protection. Increasing the recycling of packaging and reducing waste are key focus areas.

Eliminating, reducing and – where this is not possible – recovering and recycling packaging materials, especially for our consumer goods, is the best way to minimize waste and the related negative environmental effects. Our goal is to reduce the amount of packaging material we use to a minimum without compromising the quality, performance or safety of our products. We also aim to provide consumers with all the information they need to safely use and properly dispose of products. With a few exceptions, today our packaging has been developed to provide the level of performance consumers expect, while using minimal resources. In addition, our packaging can be disposed of in existing collection and recycling systems. 

Resource consumption can be reduced if materials are kept within the cycles of the economy for as long as possible. Our mission is to include materials from sustainable sources and to design packaging so that it can be reused as raw materials for new products in order to close the material loop. Our packaging developers collaborate with companies along the value chain, such as raw material manufacturers, packaging material manufacturers, waste disposal companies and recyclers, to implement the requirements for functional packaging. 

In our Adhesive Technologies business unit, we also pursue the approach of using our high-quality, innovative packaging adhesives to support other companies in their implementation of a circular economy. To accomplish this, we are focusing on innovative solutions that facilitate the recycling of materials and also the separation of materials, so that products and product parts can be repaired, reused and refurbished.

Henkel is also pursuing a variety of approaches to implement closed-loop recycling in its own production processes. In this area, we emphasize the separate collection of all recyclable waste streams at our sites. 

We continued to develop the underlying database in 2023 to improve the management of our packaging portfolio. We recorded packaging specifications in more detail in our master data, and improved data quality. Additional internal analysis and visualization tools were also introduced. These measures are part of our cross-functional and cross-business initiative to increase the transparency of sustainability data. We are also leveraging the expansion of digital solutions to support this initiative. 

These new tools enable us to carry out various extended evaluations of our packaging footprint, for example on quantities purchased or sold, regionally or globally. This allows us to conduct advanced analyses for reporting and for meeting regulatory requirements in the specific markets in which we operate. Although we have updated the internal calculation basis, the previous year’s data remains comparable with this year’s footprint data. This also makes it easier to control details and use our findings in the strategic development of packaging to optimize our use of packaging. We continue to further develop our data quality and the use of digital tools.

Natural Resources

Growing consumption and resource scarcity due to an increasing global population and accelerated economic activity are putting more and more pressure on biodiversity and ecosystems. Henkel supports the conservation of nature and the protection of biodiversity.

According to a report published by IPBES (Intergovernmental SciencePolicy Platform on Biodiversity and Ecosystem Services), human activities are threatening nearly one million species with extinction. Conserving biodiversity is important to Henkel, as intact ecosystems and soil biodiversity are essential as a basis for sustainable agriculture and the use of raw materials in production. Healthy water ecosystems are also crucial to protecting biodiversity. However, the Earth’s water resources are not only unequally distributed. They are also threatened by climate change, as well as increasing pollution and overuse. In this context, we are keenly aware of the importance of using this resource responsibly. This is reflected in our sustainability strategy. Our 2021 stakeholder survey results showed that biodiversity is also becoming an increasingly important issue for our partners and other stakeholders.

Our  sustainability strategy aims to protect and restore biodiversity – with a particular focus on forests, land and water. In addition to applying these principles to the activities at our own sites, we also promote the responsible management of raw materials and the use of ingredients based on renewable raw materials. In 2023, we worked with consulting company denkstatt to analyze and identify our impact, risks and dependencies in relation to biodiversity across our entire value chain. To do this, we determined the geographical location of our production sites and their proximity to important areas of biodiversity. We can use this analysis to develop comprehensive measures and programs that will contribute to the global overall mission of halting and reversing biodiversity loss by 2030.

At Henkel, water plays an important role along our value chain. We use water as a part of our production processes and as an ingredient in our products. Many of our products also require water during the use phase. 

For this reason, reducing water usage during the production and use of our products is important for us. In order to identify suitable approaches for improvement, we have worked closely with various stakeholders. For example, we are investigating our impact on water along the value chain. This includes examining the water footprint of raw materials, our production processes and the consumption of water during the use of our products, as well as the treatment of wastewater.

<a href="https://www.henkel.com/resource/blob/1935232/ae7bc192da78ab3ea1be5c12f764d63d/data/2023-sustainability-report.pdf" target="_blank">Learn more about Henkel's commitment to achieving a circular economy, a climate-neutral future and the regeneration of nature in the 2023 Sustainability Report.</a>

We are on a journey toward an environmental transformation of our business model. To achieve this ambition, we intend to transform our processes, products and use of raw materials in the direction of a resource-efficient, climate-neutral future.

Henkel 2023 Sustainability Report: Regenerative Planet

<figure role="group" class="align-center"><img alt="." data-entity-type="file" data-entity-uuid="c9ebd0f7-1f66-48de-b8c5-dc250a920caa" src="/sites/default/files/inline-images/magenta_t-mobile_052024kh2.jpeg" width="640" height="801" loading="lazy" /><figcaption>Jon Freier, President of T-Mobile’s U.S. Consumer Group, volunteering at the company’s “Froyo for Good” event.</figcaption></figure>With Magenta Giving Month, T-Mobile has empowered its employees for the second straight year to come together, volunteer, donate and make a difference in their communities — throughout the company and across the country. The numbers (and photos) show it was another rousing success!

T-Mobile offices nationwide bristled with a certain energy this past April. Spring was in the air, for sure. But it was more than just shaking off the last of winter. The turning of the calendar page meant it was once again Magenta Giving Month, a charitable giving initiative the company started last year to provide employees the opportunity and resources to give back to the causes they care about most.

Service, after all, is something of the very heartbeat of the company.
<figure role="group" class="align-center"><img alt="." data-entity-type="file" data-entity-uuid="ca4b7257-f1fb-4f9d-b831-f766fc70a426" src="/sites/default/files/inline-images/magenta_t-mobile_052024kh1.jpeg" width="640" height="800" loading="lazy" /><figcaption>See T-Mobile employees in several offices volunteer to pack 11,780 donated STEM kits for the Boys &amp; Girls Club.</figcaption></figure>“The word ‘service’ has multiple meanings at T-Mobile, from cell phone service to customer service,” <a href="https://www.linkedin.com/pulse/t-mobile-kicks-off-second-annual-magenta-giving-month-ulf-ewaldsson-vfqsc?trk=public_profile_article_view" target="_blank">said Ulf Ewaldsson</a>, T-Mobile’s President of Technology and executive co-sponsor of Magenta Giving Month. “For the second consecutive year, the month of April is about a different type of service — serving our communities.”

While last year’s initial <a href="https://www.t-mobile.com/news/community/one-team-together-t-mobile-employees-volunteer-over-16000-hours-raise-nearly-2-million-during-magenta-giving-month" target="_blank">Magenta Giving Month</a> efforts led to an impressive <a href="https://www.linkedin.com/pulse/t-mobile-kicks-off-second-annual-magenta-giving-month-ulf-ewaldsson-vfqsc/" target="_blank">$2 million raised in total donations</a>, T-Mobile and its employees raised a whopping $2.6 million this year — setting the stage for an even bigger effort in 2025.

So it should come as no surprise that T-Mobile is recognized as a leader in corporate giving. The Un-carrier was ranked No. 12 on <a href="https://www.bizjournals.com/seattle/subscriber-only/2024/05/10/puget-sound-area-corporate-philanthropists-large.html" target="_blank">Puget Sound Business Journal’s “Corporate Philanthropists in Washington”</a> for large companies list published in May.
<figure role="group" class="align-center"><img alt="." data-entity-type="file" data-entity-uuid="c10c074d-db26-461b-a1e4-40067b4b7a85" src="/sites/default/files/inline-images/magenta_t-mobile_052024kh3.jpeg" width="640" height="905" loading="lazy" /><figcaption>Employees at 11 T-Mobile locations, like here at the company’s Bellevue headquarters, donated a total of 349 units of blood to the American Red Cross during Magenta Giving Month.</figcaption></figure>Magenta Giving Month Facts

T-Mobile employees rallied together in April, contributing 21,429 volunteer hours to philanthropic pursuits and donating to causes near and dear to their hearts. Using $30 in seed funding from the T-Mobile Foundation, which aims to make a difference by mobilizing the company’s brand, technology and people for social good, 32,407 employees donated to 9,064 causes ranging from education and health care initiatives to environmental conservation and more. All told, the company and its employees raised over $2.6 million for various nonprofits during Magenta Giving Month!

Pictured above: Jon Freier, President of T-Mobile’s U.S. Consumer Group, volunteering at the company’s “Froyo for Good” event.

There are also the acts of service that can’t be tallied in dollars, yet are truly priceless.

At various T-Mobile locations, for instance, representatives from the American Red Cross helped eager employees donate a total of 349 units of blood, a life-saving resource often in far too short of supply.
<figure role="group" class="align-center"><img alt="." data-entity-type="file" data-entity-uuid="8644d033-5e9d-46fe-b1cc-7d319eb8eb2e" src="/sites/default/files/inline-images/magenta_t-mobile_052024kh4.jpeg" width="640" height="802" loading="lazy" /><figcaption>T-Mobile leaders serve sweet treats as part of the company's “Froyo for Good” fundraiser.</figcaption></figure>“Each year, on average, we need 4.5 million blood donations and more than one million platelet donations, and we need around 2.3 million volunteer blood donors to make that happen,” said Micah Holliman, Director of National Partnerships and Community Impact for the American Red Cross, noting the Team Magenta efforts alone can help over 1,000 people. “We depend on thousands of volunteer blood donors every single day to help people in need of blood transfusions, so when T- Mobile came and said they would love for us to be a second beneficiary of Magenta Giving Month, it made all the difference.”

Tony Roscelli, T-Mobile Senior Finance Manager, was thrilled with the ease with which he could donate his much-needed universal O-negative blood type: “It’s fantastic Magenta Giving Month has made it this convenient to give back to the American Red Cross on my lunch break today and to other nonprofits during April.”

For Alka Sud,  T-Mobile Finance Manager, donating blood had a personal element to it. “I have a good friend going through some health problems right now and is in need of a lot of blood transfusions,” Sud said. “She’s already had three. So I’m like, ‘Yeah, let’s give blood!’ Magenta Giving Month makes it so convenient for giving back to the community, and it really feels great to be coming together as a team.”
<figure role="group" class="align-center"><img alt="." data-entity-type="file" data-entity-uuid="9151e418-c707-47aa-b2de-9f43dba201fc" src="/sites/default/files/inline-images/magenta_t-mobile_052024kh5.jpeg" width="640" height="801" loading="lazy" /><figcaption>T-Mobile leaders serve beverages to employees during the “Happy Hour for Good” fundraising event in Bellevue.</figcaption></figure>Elsewhere during the month, the company partnered with other charitable organizations including local <a href="https://www.bgca.org/" target="_blank">Boys &amp; Girls Clubs</a> — a signature 2024 Magenta Giving Month partner. The company committed a day of service with the Boys &amp; Girls Clubs in which employees packed 11,780 STEM supplies for students in locations ranging from T-Mobile’s Bellevue headquarters to offices in areas such as Frisco, Texas, and Herndon, Va.

Even smaller events made an impact. To raise money for several great causes, 10 leaders at the company served up sweet treats for the second consecutive year at the “Froyo for Good” event. A number of company leaders matched money raised there with other efforts to contribute $151,218 in donations. Employees from T-Mobile’s headquarters in Bellevue and Overland Park, Kan., as well as offices in Dallas, rolled up their sleeves to help <a href="https://www.arborday.org/" target="_blank">the Arbor Day</a> Foundation and <a href="https://farmerfrog.org/" target="_blank">Farmer Frog</a> plant 157 trees. Those in Overland Park packed 7,000 meals to benefit <a href="https://www.harvesters.org/" target="_blank">Havesters – The Community Food Network.</a> Besides contributing to good causes, one thing all employees seemed to have in common on their day of service was a smile of gratitude for the chance to give back.

<a href="https://www.t-mobile.com/news/community/2024-magenta-giving-month" target="_blank">Just see for yourself here!</a>
<figure role="group" class="align-center"><img alt="." data-entity-type="file" data-entity-uuid="c3879dce-efd6-4a72-b945-ccc5d08f3771" src="/sites/default/files/inline-images/magenta_t-mobile_052024kh6.jpeg" width="640" height="801" loading="lazy" /><figcaption>Employees from three locations across the country, like here in Dallas, helped plant 157 trees with the Arbor Day Foundation and Farmer Frog.</figcaption></figure> 
<figure role="group" class="align-center"><img alt="." data-entity-type="file" data-entity-uuid="489b8474-fe80-4cbb-bc98-ad2ee3a7de15" src="/sites/default/files/inline-images/magenta_t-mobile_052024kh7.jpeg" width="640" height="800" loading="lazy" /><figcaption>Employees at T-Mobile’s Overland Park headquarters pack 7,000 meals for Harvesters - The Community Food Network.</figcaption></figure>

With Magenta Giving Month, T-Mobile has empowered its employees for the second straight year to come together, volunteer, donate and make a difference in their communities throughout the company and across the country. The numbers (and photos) show it was another rousing success!

A Culture of Giving Back: T-Mobile Employees Volunteer Over 21,000 Hours, Raise Over $2.6 Million During Magenta Giving Month

Covia is pleased to announce that we were honored with the 2024 Environmental/Sustainability Award during the Peterborough County Community Recognition Awards ceremony on Thursday, May 16th at the Douro Community Centre in Peterborough, Ontario. 

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