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Rayonier

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

<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="vehicles driving down a highway" data-entity-type="file" data-entity-uuid="78e5b006-a14e-4212-a5d4-c69360120c06" src="/sites/default/files/inline-images/1-key-takeaways-stringent-standards-set-epas-new-emissions-rule_CUMMINS-INC_050924.jpg" width="640" class="align-center" height="620" loading="lazy" /><a href="https://www.cummins.com/news/2024/04/15/key-takeaways-stringent-standards-set-epas-new-emissions-rule" target="_blank">Cummins</a>

The Environmental Protection Agency has announced <a aria-label="the final rule for Phase 3 - open in a new tab" href="https://www.govinfo.gov/content/pkg/FR-2024-04-22/pdf/2024-06809.pdf" rel="noopener" target="_blank">the final rule for Phase 3</a> of its Greenhouse Gas Emissions for heavy-duty vehicles. Since issuing Phase 1 of its GHG regulations in 2011, EPA emissions rules for all vehicle classes have become increasingly rigorous. The latest Phase 3 rule continues to address heavy-duty vehicles which the EPA separates into five categories: light heavy-duty vocational; medium heavy-duty vocational; heavy heavy-duty vocational; short-haul (day cab) tractors; and long-haul (sleeper cab) tractors.

In its introduction for GHG Phase 3, EPA pointed out that its latest phase sets new carbon dioxide (CO2) emission standards for heavy-duty vehicles through model year 2032 “with more stringent CO2 standards phasing in as early as MY 2027 for certain vehicle categories.” Prior to finalizing GHG standards, EPA considers comments from various stakeholders like manufacturers, fleets, owner-operators, trucking associations, environmental interest groups and private citizens. The standards are technology-neutral and performance-based, allowing each manufacturer to choose what set of emissions control technologies is best suited to meet the standards and the needs of their customers.

“We have assessed and demonstrated that these standards are appropriate and feasible considering cost, lead time, and other relevant factors,” EPA noted in its executive summary.
<img alt="Table ES-3: Example 1 Projected Percent Mix of Vehicle Technologies that Support the Feasability of the Phase 3 Standards" data-entity-type="file" data-entity-uuid="c809f46c-0e41-4915-bcda-d6a1e1e5255a" src="/sites/default/files/inline-images/2-key-takeaways-stringent-standards-set-epas-new-emissions-rule_CUMMINS-INC_050924.jpg" width="640" class="align-center" height="358" loading="lazy" />While there is plenty to read in all 392 pages of GHG Phase 3, let’s look at five major takeaways:

<ul><li>The initial rollout for Phase 3 GHG impacts only MY 2027 light heavy-duty and medium heavy-duty on-highway vocational vehicles such as commercial chassis cabs, panel vans and box trucks (complete pickups not included) ranging from Class 2b to 3, or 8,500 to 14,000 lb. gross vehicle weight rating (GVWR). Though EPA does not endorse any particular technology and does not mandate the use of zero-emission vehicles (ZEVs), they do project a possible path of compliance for MY 2027 light heavy-duty vocational with 17% ZEVs and 83% powered by internal combustion engines (ICE). MY 2027 medium heavy-duty vocational could be a mix of 13% zero-emission vehicle (ZEV) and 87% ICE.</li>
	<li>Lower Phase 3 standards come next for MY 2028 short-haul (day cab) tractors which the EPA anticipates will be a combination of 8% ZEV and 92% ICE. MY 2029 heavy heavy-duty vehicles follow with a projected mix of 13% ZEV and 87% ICE. MY 2030 long-haul (sleeper cab) bring up the rear with an anticipated adoption rate of 6% ZEV and 94% ICE. Check the EPA’s table below for other projected rates of adoption for subsequent model years through 2032.</li>
	<li>EPA set its GHG Phase 3 timeline based on current and projected advances to prevent and control GHG emissions. The EPA makes clear that it does not pick and choose when it comes to emissions reduction. The agency recognizes that fleets and owner-operators will continue to adopt emerging technologies. Options such as all-electric, fuel cell and internal combustion will continue to play a vital role. A range of technologies can meet the demanding heavy-duty power requirements while continuing to reduce emissions along the way. For example, the Biden administration recently acknowledged the importance of emissions reduction through support of <a href="https://www.cummins.com/news/2024/03/15/multi-million-dollar-award-signals-strong-support-cummins-hydrogen-engines?utm_source=advocacy&amp;utm_medium=social&amp;utm_campaign=corp-all-advocacy" target="_blank">research and development of hydrogen internal combustion engines</a>, including Cummins’ X15H. EPA states in GHG Phase 3 that hydrogen engines have essentially a 100% reduction in CO2 emissions.</li>
	<li>The EPA also announced that it is adding warranty requirements for batteries and other components of zero-emission vehicles and requiring customer-facing battery state-of-health monitors for plug-in hybrid and battery electric vehicles.</li>
	<li>EPA notes it has improved its analysis of infrastructure readiness for heavy-duty all-electric, hydrogen fuel cell and hydrogen combustion trucks. Citing growing public and private funding sources, the agency states, “there are significant efforts already underway to develop and expand heavy-duty vehicle electric charging and hydrogen refueling infrastructure.”</li>
</ul>Through Cummins’ multi-solutions approach, the company can offer customers the industry’s broadest portfolio of low- and zero-emissions, allowing customers to meet emissions regulations in a way that also best meets their business needs.

Key Takeaways From Stringent Standards Set by EPA's New Emissions Rule

<img alt="Sunsetting in the distance. A city landscape in front." data-entity-type="file" data-entity-uuid="60e2c36b-642a-40ea-b38e-2f24be383b09" src="/sites/default/files/inline-images/sunset_enbridge_051324.jpg" width="640" class="align-center" height="799" loading="lazy" />We published Enbridge’s <a href="https://www.enbridge.com/Reports/2023-Sustainability-Report" target="_blank">23rd Sustainability Report</a>, which details the solid progress we’re making towards <a href="https://www.enbridge.com/About-Us/Our-Values/Sustainability/Our-performance" target="_blank">environmental, social and governance (ESG) goals</a>.

“Every day, we strive to be the first-choice energy delivery company in North America and beyond—for customers, communities, investors, regulators, policymakers and employees,” say Enbridge President and CEO Greg Ebel and Board of Directors Chair Pamela Carter in a message to readers. “We’re proud of our strong record of governance and longstanding sustainability leadership and we remain focused on achieving the ambitious environmental, social and governance goals we set in 2020.”

At Enbridge, we’re proud of our ESG practices and performance and we’re working diligently to deliver energy in a more planet-friendly way, everywhere people need it. The 2023 Sustainability Report outlines our solid progress on emissions reductions; safety performance; advancing Indigenous reconciliation and our work to build a more diverse and inclusive workforce.

“Across Enbridge, our employees are advancing a sustainable business strategy,” says Pete Sheffield, Enbridge Chief Sustainability Officer and Vice President, External Affairs U.S. “We’ve set ambitious goals that align our teams in common-purpose and shared accountability to deliver the best possible solutions for a broad set of stakeholders.”

<a href="https://www.enbridge.com/~/media/Enb/Documents/Reports/Sustainability-Report-2023/Enbridge_SR_2023.pdf?rev=76f39700d7bf4182a08019fa45bfb8a6&amp;hash=747E7ADC39248AB39E67FA587DFBEE4E" target="_blank">Our 2023 Sustainability Report highlights</a>:

Environmental Goals

Emissions

<ul><li>Achieved a 37% reduction in GHG emissions intensity and a 20% reduction in absolute GHG emissions from our 2018 baseline.</li>
	<li>Reduced methane emissions in the Company’s natural gas operations by 40% from the 2018 baseline.</li>
	<li>Continued our robust GHG emissions disclosures, expanding the categories of Scope 3 emissions on which we report and enhancing the transparency of Scope 3 emissions reporting.</li>
	<li>Provided an updated analysis of Enbridge’s business under different climate-related scenarios, in alignment with the Task Force on Climate-related Financial Disclosures (TCFD).</li>
</ul>Social Goals

Safety

<ul><li>Achieved a 16% reduction in work-related injuries and safety incidents among employees and contractors, surpassing Enbridge’s goal of achieving a 10% safety improvement over the previous three-year average.</li>
</ul>Indigenous

<ul><li>Advanced Indigenous reconciliation by meeting 10 of the 22 goals set out in our <a href="https://www.enbridge.com/reports/2022-indigenous-reconciliation-action-plan" target="_blank">Indigenous Reconciliation Action Plan</a>.</li>
	<li>Reached C$2 billion in Indigenous procurement and labor spending, and committed to an additional C$1 billion in cumulative Indigenous spending by 2030.</li>
</ul>Workforce Representation

<ul><li>Increased workforce representation of underrepresented ethnic and racial groups, U.S. veterans, women, Indigenous peoples and persons with disabilities.</li>
</ul>Governance

Diversity, Equity and Inclusion

<ul><li>Exceeded Enbridge’s Board of Directors diversity goals, with 50% representation from underrepresented racial and ethnic groups and 50% women.</li>
</ul>“This integrated approach continues to yield positive results as we maintain a focus on continuous improvement and long-term value. In our 23rd Sustainability Report, we update stakeholders on our progress against our goals and the work remaining,” says Sheffield.

“We also outline the actions we’re taking to deliver reliable, affordable energy to as many people as possible, with as little environmental impact as possible. And we acknowledge the steps we’re taking to overcome challenges of yesterday and those before us today, with an eye towards securing opportunities tomorrow.”

<a href="https://www.enbridge.com/~/media/Enb/Documents/Reports/Sustainability-Report-2023/Enbridge_SR_2023.pdf?rev=76f39700d7bf4182a08019fa45bfb8a6&amp;hash=747E7ADC39248AB39E67FA587DFBEE4E" target="_blank">Click here for the full PDF version</a> of our 2023 Sustainability Report here. <a href="https://www.enbridge.com/~/media/Enb/Documents/Reports/Sustainability-Report-2023/Enbridge_ESG_Datasheet_2023.pdf?rev=e89e9d0215ca49da99b4e4809d1c0ef3&amp;hash=A7782D1E9F47D58F7755ABB529693709" target="_blank">Click here for the 2023 ESG datasheet</a>, which includes our analysis that aligns with the TFCD.

We published Enbridge’s 23rd Sustainability Report, which details the solid progress we’re making towards environmental, social and governance (ESG) goals.

Integrated Approach to Sustainability Yields Progress on ESG Goals

<figure role="group" class="align-center"><img alt="A digital model rendering of a city-scape." data-entity-type="file" data-entity-uuid="2160e8bc-4763-440d-af11-94429f998ce1" src="/sites/default/files/inline-images/innovation_mastercard_051524.jpg" width="640" height="720" loading="lazy" /><figcaption>Source Images: Andriy Onufriyenko/Getty Images</figcaption></figure><a href="https://www.fastcompany.com/91116228/how-data-will-help-cities-fight-the-climate-crisis" target="_blank">Originally published by Fast Company</a>

BY <a href="https://www.fastcompany.com/user/ken-moore" target="_blank">KEN MOORE</a>

Even with Earth Day in the rearview mirror, it’s still clear that the fight to counter the climate crisis will be won or lost in the world’s cities—and the innovative use of emerging technologies is one of our most powerful tools.

<a href="https://www.unep.org/explore-topics/sustainable-development-goals/why-do-sustainable-development-goals-matter/goal-11" target="_blank">Cities occupy</a> 3% of the world’s land but use 60% to 80% of energy consumption. Cities also emit 75% of the world’s carbon. This problem will intensify as urban populations expand in the coming years: Urban emissions could <a href="https://unhabitat.org/sites/default/files/2024/02/un-habitat_ndcanalysis-technicalbrief.pdf" target="_blank">double by 2050</a>.

Continue reading <a href="https://www.fastcompany.com/91116228/how-data-will-help-cities-fight-the-climate-crisis" target="_blank">here</a>

<a href="https://www.mastercard.com/news/" target="_blank">Follow along Mastercard's journey to connect and power an inclusive, digital economy that benefits everyone, everywhere</a>.

While Earth Day is a compelling reminder of our urban centers’ pivotal role in the climate narrative, the initiatives need to happen all year.

How Data Will Help Cities Fight the Climate Crisis

<img alt="Volunteers pulling used tires out of the forested area." data-entity-type="file" data-entity-uuid="73c6f6e0-8c52-4fb6-a936-cbc3bca560f1" src="/sites/default/files/inline-images/cleanup_fedex_051024.jpg" width="640" class="align-center" height="720" loading="lazy" />FedEx Cares, in collaboration with the Wolf River Conservancy, Clean Memphis, and the National Fish and Wildlife Foundation (NFWF), led a major effort to beautify and conserve the Wolf River Greenway in Memphis on Tuesday, April 23, 2024. This event celebrates 15 years of collaboration between FedEx Cares and NFWF in their joint mission to protect and restore plants, fish, wildlife, and urban habitats across the nation.

The initiative brought together nearly 40 enthusiastic FedEx volunteers and representatives from the Wolf River Conservancy, Clean Memphis, and the National Fish and Wildlife Foundation.

“I always look forward to the camaraderie and team building that happens when participating in FedEx Cares events, and this event was no different,” said Jessica Tillie, Director of Airline &amp; International, and Specialty Ops Communications. “More importantly, these volunteer opportunities always serve as a great reminder for how FedEx is supporting the betterment of our communities here in Memphis.”

The volunteer teams engaged in various activities aimed at enhancing the Wolf River Greenway, including litter and tire removal, tree and flower planting, construction of an unpaved dirt trail, and the establishment of a floating garden.
<img alt="A volunteer in a kayak picking a piece of trash off the river bank." data-entity-type="file" data-entity-uuid="c97c6114-f74f-40fa-988a-e790d9a6d8ca" src="/sites/default/files/inline-images/riverclean_fedex_051024.jpg" width="640" class="align-center" height="720" loading="lazy" />“The Wolf River Conservancy is pleased to have partnered with FedEx Cares, Clean Memphis and the National Fish and Wildlife Foundation to cleanup and improve a stretch of the Wolf River Greenway in North Memphis,” said Erik Houston, Executive Director of the Wolf River Conservancy. “Volunteers from FedEx and Wolf River Conservancy staff removed 138 tires, 15 large bags of trash and 25 large items from valuable wetlands along with significant removal of invasive plant species. The Conservancy is grateful for the opportunity to partner with FedEx employees to make these improvements for our community.”

FedEx Cares, in collaboration with the Wolf River Conservancy, Clean Memphis, and the National Fish and Wildlife Foundation (NFWF), led a major effort to beautify and conserve the Wolf River Greenway in Memphis on Tuesday, April 23, 2024.

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