CSRwire Press Releases, Events and Reports

CSRwire Press Releases, Events and Reports https://www.csrwire.com/rss/feed CSRwire Press Releases, Events and Reports en-US Bristol Myers Squibb and National Community Pharmacists Association Pilot Rural Heart Health Care Initiatives https://www.csrwire.com/press_releases/827021-bristol-myers-squibb-and-national-community-pharmacists-association-pilot Mon, 13 Oct 2025 12:10:04 EDT https://www.csrwire.com/press_releases/827021-bristol-myers-squibb-and-national-community-pharmacists-association-pilot Bristol Myers Squibb Company Recently, Bristol Myers Squibb (NYSE: BMY) and the National Community Pharmacists Association (NCPA) announced a new collaboration aimed at improving heart health in rural communities in the United States. <a href="https://ncpa.org/newsroom/news-releases/2025/10/07/bristol-myers-squibb-and-national-community-pharmacists" target="_blank">Originally published on NCPA.org</a> Recently, <a href="https://www.bms.com/" target="_blank">Bristol Myers Squibb</a> (NYSE: BMY) and the <a href="https://ncpa.org/" target="_blank">National Community Pharmacists Association</a> (NCPA) announced a new collaboration aimed at improving heart health in rural communities in the United States. NCPA has launched a program in partnership with BMS to address health-related social needs and care coordination for patients with cardiovascular disease (CVD) by piloting community health worker specialized training for pharmacy technicians. Pharmacist-community health worker teams in 25 rural pharmacies across Alabama, Arkansas, Kentucky, Louisiana, Mississippi and Missouri will be trained through a rigorous curriculum to more effectively evaluate patients with higher risk of CVD and guide them toward appropriate healthcare providers for further care and evaluation. Additionally, NCPA is creating new access points at these same independent pharmacies for screening, monitoring and management of cardiovascular disease, funded through a separate and independent grant by BMS, as part of a pilot program to evaluate the impact of enhanced access to critical healthcare services in medically underserved communities. CVD disproportionately impacts rural Americans, with adults in rural areas facing a<a href="https://www.nih.gov/news-events/news-releases/risk-developing-heart-failure-much-higher-rural-areas-vs-urban" target="_blank"> 19% higher risk</a> of developing heart failure and being <a href="https://www.acc.org/About-ACC/Press-Releases/2024/11/12/16/40/Rural-Residents-More-Likely-to-Die-From-Heart-Disease-Than-Urban-Residents" target="_blank">1.5 times more likely to die of CVD</a> than adults in urban areas. Community pharmacies are often the only access point to connect patients with critical healthcare services in many rural geographies. BMS and NCPA’s commitments to address healthcare disparities in rural America aim to improve healthcare delivery and, ultimately, outcomes. “Too many patients in rural America face barriers to cardiovascular care—barriers that tragically cost lives,” said Andrew Whitehead, vice president and head of Population Health at Bristol Myers Squibb. “Through our collaboration with NCPA, we are confronting these challenges head-on. By supporting the NCPA Community Health Worker training for pharmacy techs to further assist in the continuity of care for patients in these communities, we’re helping to close a critical gap in our healthcare system and reaffirming our commitment to creating equitable access to care for all.” “We are pleased to partner with BMS to improve access to care for people in rural communities,” said B. Douglas Hoey, pharmacist, MBA, CEO of NCPA. “The NCPA Innovation Center has partnered with the 25 rural pharmacies to improve cardiovascular outcomes through care coordination, screenings, transition of care interventions, and making sure patients have access to the medicines they need to sustain and improve health. Community pharmacists and their teams are increasingly playing a bigger role in the healthcare of Americans, and we are excited to create new, sustainable models of pharmacy-based care.” The<a href="https://ncpa.org/" target="_blank"> National Community Pharmacists Association (NCPA</a>) is a US-based organization that represents the interests of nearly 19,000 independent pharmacies across the country, many of which are located in areas where healthcare is hard to find, and one-third of which are in communities of less than 10,000 people. ### , full_html, Recently, Bristol Myers Squibb (NYSE: BMY) and the National Community Pharmacists Association (NCPA) announced a new collaboration aimed at improving heart health in rural communities in the United States. A Pathway for Change: Collaboration, Clarity and Action https://www.csrwire.com/press_releases/827016-pathway-change-collaboration-clarity-and-action Mon, 13 Oct 2025 12:00:35 EDT https://www.csrwire.com/press_releases/827016-pathway-change-collaboration-clarity-and-action International WELL Building Institute IWBI is proudly collaborating with leading industry organizations to support efforts that can lead to improved transparency and other opportunities for buildings and organizations worldwide to unite in efforts to end modern slavery in the built environment. <img alt="hands in fists forming a vertical chain" data-align="center" data-entity-type="file" data-entity-uuid="a973ffd9-7c63-4ba9-a063-bbf00a311307" src="https://back.3blmedia.com/sites/default/files/inline-images/pathway-change-collaboration-clarity-action_100925.png" /> By Rodolfo Perez, Ph.D. IWBI is proudly collaborating with leading industry organizations to support efforts that can lead to improved transparency and other opportunities for buildings and organizations worldwide to unite in efforts to end modern slavery in the built environment. What is modern slavery, and why does it matter? Many of the people working on the extraction of raw materials, in the manufacturing of products or in the construction of a building are forcefully deprived of their fundamental human rights, where they are deceived or forced into exploitative situations that they cannot refuse or leave. Broadly, these situations are catalogued as “<a href="https://www.antislavery.org/slavery-today/modern-slavery/" target="_blank">modern slavery</a>” and may include human trafficking, forced labor and debt bondage. According to Walk Free’s <a href="https://www.walkfree.org/global-slavery-index/" target="_blank">Global Slavery Index</a>, in 2021, 50 million people were living in modern slavery. Through passport retention and other coercive strategies, people are forced to work and live under inhumane conditions. Construction and manufacturing are prone to exploitation, as labor shortages grow and sites can be staffed with coerced workers where lax regulation and lack of enforcement is the norm. The construction ecosystem accounts for more than 13% of global GDP and <a href="https://www.mckinsey.com/capabilities/operations/our-insights/delivering-on-construction-productivity-is-no-longer-optional" target="_blank">more than $13 trillion in spending worldwide</a> (Global Construction Perspectives). Because of its disaggregated nature and the sheer number of raw and composite materials, <a href="https://www.designforfreedom.org/" target="_blank">construction is considered among the high risk sectors for forced labor</a>. As supply chains are broad, complex and often unknown, the building sector can be susceptible to inadvertently supporting these harmful practices. From identifying the challenge to driving solutions Modern slavery is not exclusive to the construction and building product manufacturing industry. For example, the apparel and agricultural industries also are at risk for exploitation. The International Labour Organization (ILO) promotes decent work conditions and the adoption of fundamental conventions to protect workers’ rights around the world. Many legal frameworks and regulations promote awareness and transparency in the supply chain towards identifying modern slavery situations. Example regulations include Modern Slavery Acts of Australia (2018) and the UK (2015), the German Supply Chain Due Diligence Act, Canada’s Fighting Against Forced Labour and Child Labour in Supply Chains Act, and California’s Transparency in Supply Chains Act. The European Union’s Corporate Sustainability Reporting Directive (CSRD) requires large companies to disclose their efforts towards assessing and improving labor conditions in their supply chain through one of the European Sustainability Reporting Standards (ESRS S2, Workers in the Value Chain). In addition to regulations, the urgency of the problem has prompted many companies to take actions to avoid direct or indirect engagement with modern slavery practices. Taking notes from playbooks first written by the apparel and food industries, certifications are becoming available for manufacturers and for sources of raw materials. Such programs may require demonstration of support for fundamental responsible labor practices through third-party verification of claims and onsite visits, plus chains of custody that clearly trace the origin of goods. Some companies perform labor audits to their suppliers and deeper in their supply chains. Still, the level of awareness and pervasiveness of the problem requires manufacturers of all scales to significantly ramp up efforts to improve their own labor conditions and demand labor dignity and traceability in their supply chains. Companies can also support fair labor practices through their corporate policies and by vetting goods and services throughout their procurement processes. As a cultural and humanitarian center, Grace Farms Foundation has brought people together across sectors to advance the Design for Freedom Movement. Design for Freedom works to end modern slavery and eliminate forced and child labor in the building materials supply chain. Through the release of the <a href="https://www.designforfreedom.org/home/design-for-freedom-international-guidance-toolkit/" target="_blank">Design for Freedom</a> International Guidance & Toolkit, Grace Farms is raising awareness and promoting ethical practices within the built environment. The Toolkit provides background information on the scope of modern slavery, features high-risk raw and composite materials, areas where extraction and manufacturing has been particularly prone to exploitation, and provides tools and resources for architects, designers and contractors to explore material transparency and start conversations with manufacturers and suppliers about responsible supply chains. “The design and construction sector has acknowledged responsible material procurement is not only a priority, but a critical lever for change. This industry recognition represents a shift that design is advancing beyond aesthetics, performance, and sustainability to now also incorporate human dignity. The Design for Freedom International Guidance & Toolkit is a comprehensive resource that can be used to enhance material transparency, accountability, and human rights due diligence.” — Nora Rizzo, LEED AP BD+C, WELL AP, LFA | Ethical Materials Director, Grace Farms Foundation The role of WELL Building upon these initiatives, the WELL Building Standard includes two relevant strategies to help companies to assess and address modern slavery risks in their operations and supply chains. <ul> <li>In feature <a href="https://v2.wellcertified.com/en/wellv2/community/feature/17" target="_blank">C17: Responsible Labor Practices</a> of the Community concept, organizations are required to list, map, commit to and report progress to establish and maintain fair and human-centric labor practices for contracted or employed groups traditionally prone to poor working conditions such as cleaning, catering, construction, security and building maintenance.</li> <li>Elimination of the embodied suffering in building products is the target of the strategies under <a href="https://v2.wellcertified.com/en/wellv2/materials/feature/13" target="_blank">X13: Fair Labor in Building Products</a> in the Materials concept. In these strategies, organizations are required to install products from manufacturers that can demonstrate provision of living wages to their employees, that procure raw materials from certified and/or more transparent supply chains, and that assess, disclose and confirm fair labor practices on their suppliers. Much of this feature was inspired by the work of Grace Farms and aligned with strategies listed in the Design for Freedom International Guidance & Toolkit.</li> </ul> Collaboration is key Consistent with IWBI’s governance process of engaging stakeholders during the standard development process, these WELL strategies were developed after years of consultation with global industry leaders, a key element to address this worldwide problem. We built these strategies with the goal to empower concurrent initiatives to help propel the movement towards better and truly restorative built environments. For example, IWBI has joined with organizations such as Grace Farms Foundation, the U.S. Green Building Council (USGBC) and the International Living Future Institute under the umbrella of mindful MATERIALS to align efforts to select more responsible building products. Together, through such collaborative efforts, we hope to continue to make progress in how the built environment works and operates in an effective and positive way. IWBI promotes sustainable supply chains as part of its larger focus on social sustainability – the practice of managing and optimizing an organization’s impact on its people, community and broader societal systems. To learn more about leveraging WELL to promote social sustainability, <a href="https://marketing.wellcertified.com/inhpb-well-esg-social-sustainability?hs_preview=zZMcOZpI-147783950641" target="_blank">view this resource</a>. View original content <a href="https://resources.wellcertified.com/articles/a-pathway-for-change-collaboration-clarity-and-action/" target="_blank">here</a>. , full_html, IWBI is proudly collaborating with leading industry organizations to support efforts that can lead to improved transparency and other opportunities for buildings and organizations worldwide to unite in efforts to end modern slavery in the built environment. Building Mission Resilience: Enhancing Cyber and Fraud Risk Governance for Not-for-Profits https://www.csrwire.com/press_releases/827011-building-mission-resilience-enhancing-cyber-and-fraud-risk-governance-not Mon, 13 Oct 2025 11:30:04 EDT https://www.csrwire.com/press_releases/827011-building-mission-resilience-enhancing-cyber-and-fraud-risk-governance-not Baker Tilly No longer confined to the information technology (IT) department, cybersecurity and fraudulent incidents now erode organizational trust, disrupt essential operations, drain financial resources and jeopardize the very mission not-for-profits serve. <img alt="Three people looking at a laptop screen" data-align="center" data-entity-type="file" data-entity-uuid="e62af24b-a57f-4cc5-810c-c189dc76488a" src="https://back.3blmedia.com/sites/default/files/inline-images/building-mission-resilience-enhancing-cyber-fraud-risk_BAKER-TILLY_100925_0.png" width="640" /> Authored by Baker Tilly’s Norris James Not-for-profit (NFP) leaders and boards are confronting a growing and often unseen threat, cyber and fraud risk. No longer confined to the information technology (IT) department, cybersecurity and fraudulent incidents now erode organizational trust, disrupt essential operations, drain financial resources and jeopardize the very mission not-for-profits serve. Ransomware can paralyze donor databases, phishing schemes reroute critical funds and data breaches can expose supporter information, putting relationships and reputations at risk. The lesson is clear: cyber and fraud risk is not just about systems, it is about stewardship. For not-for-profit management and board members, the real test lies not in how firewalls are configured, but in how governance is exercised. Cyber resilience must be treated as an essential facet of fiduciary; mission continuity depends on it. The expanding cyber risk landscape Today's cyber risks are more sophisticated, interconnected and consequential than ever. Key challenges for NFPs include: <ul> <li>External threats: Advanced phishing and ransomware campaigns that target unsuspected users and fundraising platforms</li> <li>Internal threats: Fraud tied to vendor payments, treasury operations or credit card misuse often enabled by weak oversight</li> <li>Converging risks: Cyber incidents that seamlessly evolve into financial crimes, combining technical disruption with regulatory penalties, legal liabilities and reputational fallout</li> <li>Emerging vulnerabilities: AI-driven phishing campaigns, third-party vendor exposures and cloud misconfigurations extending risk beyond the organization's perimeter</li> </ul> The implications are profound: cyber risk has evolved beyond a technical hazard managed by IT departments. It is now a governance priority, requiring an integrated oversight model that aligns asset protection, layered defenses, threat detection and response, financial controls and mission resilience under the board's stewardship. Smarter strategic questions Leadership elevates oversight, clarifies strategic priorities and ensures resilience is built into organizational decision-making. Smarter strategic questions can be grouped into four key domains: Assets and access <ul> <li>What are our most critical digital and financial assets, and who can access them?</li> </ul> Resilience and response <ul> <li>If our first line of defense failed, what safeguards would remain?</li> <li>How quickly would we detect and contain a breach or fraudulent transaction?</li> </ul> Reputation and confidence <ul> <li>What aspects of our reputation are most vulnerable during a cyber incident?</li> <li>Are our cybersecurity investments proportionate to our actual risk exposure or driven by vendor marketing?</li> </ul> Governance and culture <ul> <li>How actively is our board engaged in scenario planning for a live cyber or fraud event?</li> <li>What cultural signals do leaders send daily, reinforcing vigilance or tolerating complacency?</li> </ul> These are not technical questions, they are governance questions that determine whether cyber resilience siloed within IT or becomes part of the organization's long-term strategic foundation. Governance as the linchpin Times and again, fraud risk exposure in not-for-profits traces back not to outdated technology, but to lapses in governance. Common gaps include: <ul> <li>Inconsistent or absent policies for vendor approvals, treasury authority, bank signatories and expense disbursements</li> <li>Weak access controls across donor, payroll, vendor and payment platforms</li> <li>Lack of segregation of duties leaves organizations vulnerable to insider misuse or unintentional error</li> </ul> Without disciplined governance, even the most advanced cybersecurity tools can fail to protect an organization. With effective governance, technology becomes part of a broader culture of structural resilience that protects trust and mission. A cyber resilience agenda: Four imperatives To strengthen defenses and sustain trust, not-for-profit leaders should embrace a targeted resilience agenda, elevating cyber oversight as a strategic priority at the board level: <ol> <li>See through assumptions (assess vulnerabilities): Commission impendent reviews that test not only systems but also controls, policies and oversight processes. Never assume defense are sufficient until proven.</li> <li>Close governance blind spots (strengthen governance): Codify and enforce financial and operational policies that eliminate structural weaknesses. Ensure that accountability frameworks connect fraud prevention, cyber oversight and fiduciary responsibility.</li> <li>Invest with strategy, not hype (invest wisely in technology): Deploy advanced tools, such as endpoint detection, behavioral monitoring or incident response automation, where evidence shows actual risk exposure. Always integrate new tools within a layered defense strategy rather than relying on silver-bullet fixes.</li> <li>Build a culture of vigilance (instill awareness): Cyber resilience is not episodic. It requires daily reinforcement through tone at the top, staff education and accountability mechanisms that normalize vigilance rather than treating it as an exception.</li> </ol> The leadership imperative <ol> <li>The reality is simple: cyber risk is not an IT problem; it is a leadership and board governance problem. It directly challenges donor confidence, financial integrity and mission continuity, making cyber resilience inseparable from fiduciary duty.</li> <li>The defining question for every not-for-profit leader is: In safeguarding our digital and financial systems, are we truly protecting our mission?</li> <li>Leaders who can answer "yes" will do more than defend infrastructure, they embed vigilance into governance, align investments with real risk and build resilience into strategy. Ultimately, these leaders won't be defined by the cyber threats they faced, but by the trust they upheld and mission impact they sustained.</li> </ol> Baker Tilly can help Our NFP-specialized cyber risk team can help your organization proactively protect and address its cybersecurity and IT risks. We can evaluate your current controls, deliver recommended improvements and provide assurance that your cybersecurity controls are working. Beyond cybersecurity, our board governance services facilitate enhanced decision-making and reinforce effective risk management practices. <a href="https://www.bakertilly.com/contact?utm_source=3BL&utm_medium=Media+insight&utm_campaign=PR-Building+mission+resilience+enhancing+cyber+and+fraud+risk+governance+for+not-for-profits" target="_blank">Contact</a> our team to learn more about how we can help drive your mission forward. , full_html, No longer confined to the information technology (IT) department, cybersecurity and fraudulent incidents now erode organizational trust, disrupt essential operations, drain financial resources and jeopardize the very mission not-for-profits serve. Aflac Global Investments Raises More Than $28,000 for Pediatric Cancer Research https://www.csrwire.com/press_releases/827001-aflac-global-investments-raises-more-28000-pediatric-cancer-research Mon, 13 Oct 2025 11:25:05 EDT https://www.csrwire.com/press_releases/827001-aflac-global-investments-raises-more-28000-pediatric-cancer-research Aflac Incorporated The Aflac Global Investments team is proving that meaningful change often starts with a single step. For the third year in a row, a small group of volunteers from this New York City team has organized a daily group walk as part of Miles for Miracles, raising funds & awareness. <img alt="Aflac Global Investment Team." data-align="center" data-entity-type="file" data-entity-uuid="44a6b135-07fe-489d-a42c-fb987d334863" src="https://back.3blmedia.com/sites/default/files/inline-images/Aflac_Global%20Investments_Miles%20for%20Miracles_Aflac_10.9.25B_0.png" width="640" /> <a href="https://newsroom.aflac.com/Aflac-Global-Investments-raises-more-than-28,000-for-pediatric-cancer-research" target="_blank">Originally published on Aflac Newsroom</a> The Aflac Global Investments team is proving that meaningful change often starts with a single step. For the third year in a row, a small group of volunteers from this New York City team has organized a group walk every day as part of Miles for Miracles, raising funds and awareness for pediatric cancer and blood disorders treatment and research — this year, walking a total of 9,474 miles and claiming the top spot for amount raised. What began as a simple idea has quickly turned into a powerful movement of compassion and action. The walk reflects Aflac’s long-standing commitment to children and families affected by cancer and blood disorders. Inspired by the company’s 30-year partnership with the Aflac Cancer and Blood Disorders Center of Children’s Healthcare of Atlanta, the Global Investments team wanted to find their own way to contribute. “We manage financial assets every day, but this effort is about investing in something far more important — help for children with cancer and blood disorders,” said Brad Dyslin, executive vice president, global chief investments officer and president of Aflac Global Investments. “Every mile we walk and every dollar we raise through Miles for Miracles brings us closer to a world where no child has to face cancer or a blood disorder.” The group raised a total of $28,581 during this year’s Miles for Miracles event, bringing their three-year total to more than $61,000 with all proceeds benefiting childhood cancer and blood disorders programs. Beyond the fundraising impact, colleagues have been able to connect in new ways — sharing stories, cheering one another on, and uniting behind a cause bigger than themselves. During his recent visit to their Wall Street office, President of Aflac Incorporated and Aflac U.S. Virgil Miller joined their walk. This daily activity has strengthened bonds across the team and has been a great way to reinforce Aflac’s commitment to wellness. <img alt="Aflac Global Investment Team in New York." data-align="center" data-entity-type="file" data-entity-uuid="90fac8d0-bd38-46e6-bb3c-4e3ba6b09fc0" src="https://back.3blmedia.com/sites/default/files/inline-images/Aflac_Global%20Investments_Miles%20for%20Miracles.png" width="640" /> “I am so proud of Global Investments for their initiative and passion, and I commend the entire team, under Brad Dyslin’s leadership, for putting The Aflac Way into action,” said Virgil. “With each step in Miles for Miracles, the Aflac Global Investments team is proving that small actions, fueled by heart and purpose, can add up to a giant leap toward curing pediatric cancer and blood disorders. Examples like this are what make every day ‘A Great Day at Aflac!’” “It is inspiring to see how the Global Investments team rallied around this cause,” added Max Brodén, senior executive vice president and chief financial officer. “As CFO, I’m focused on numbers every day, but this effort is about more than numbers. This effort shows how we can use our collective energy and resources to make an impact on the lives of others.” The Aflac Global Investments team hopes their efforts will inspire others across Aflac and beyond to get involved. Learn more about Aflac’s 30-year, $191 million commitment to those with pediatric cancer and blood disorders by visiting <a href="https://www.aflacchildhoodcancer.org/" target="_blank">https://www.aflacchildhoodcancer.org/</a>. Aflac WWHQ |1932 Wynnton Road | Columbus, GA 31999 Z2500946  EXP 10/26 , full_html, The Aflac Global Investments team is proving that meaningful change often starts with a single step. For the third year in a row, a small group of volunteers from this New York City team has organized a daily group walk as part of Miles for Miracles, raising funds & awareness. Dow Honored With Four Wins in 2025 BIG Sustainability Awards https://www.csrwire.com/press_releases/826996-dow-honored-four-wins-2025-big-sustainability-awards Mon, 13 Oct 2025 11:05:06 EDT https://www.csrwire.com/press_releases/826996-dow-honored-four-wins-2025-big-sustainability-awards DOW Dow received distinction in the 2025 BIG Sustainability Awards, securing wins in four different categories as well as four Dow products being named as finalists. October 11, 2025 /CSRwire/ - Dow received distinction in the 2025 BIG Sustainability Awards, securing wins in four different categories as well as four Dow products being named as finalists. BIG Sustainability Awards recognize entries from both for-profit and non-profit organizations, showcasing global dedication to environmental responsibility and innovation. Dow leads in this global sustainability recognition, with more wins and finalists than any other organization since the program’s inception. Dow leaders honored with BIG Sustainability Awards: Sustainability Starter (Early in career - less than 5 years) was awarded to Pratibha Mahale, associate research scientist, Dow Coating Materials. Juan Callejas, senior R&D TS&D leader, Dow Coating Materials commented on Pratibha’s contributions, “Pratibha distinguishes herself in the coatings industry through her exceptional ability to integrate cutting-edge science with purpose-driven innovation. In just a few years, she has made significant contributions to the development of high-performance, bio-based binder technologies made without fluoro-containing substances - overcoming long-standing technical barriers and reshaping industry standards. Her work not only advances environmental goals but also brings tangible benefits to communities through real-world application and outreach.” Sustainability Champion (Non-executive) was awarded to Isabel Arroyo, senior research scientist, P&SP TS&D. Eduardo Alvarez, associate R&D/TS&D director, Flexible Packaging Envelope, EMEA P&SP TS&D remarked on Isabel’s successes, “What sets Isabel apart in the packaging industry is her unique ability to fuse scientific excellence with innovative solutions, all while maintaining a steadfast commitment to sustainability. With three decades of experience, she has been at the forefront of developing high-performance recycled materials, notably leading the creation of REVOLOOP™ recycled plastic resins. Isabel has adeptly addressed challenging issues like contamination and gel control, implementing practical solutions that have substantially impacted the market.” Dow technologies honored with BIG Sustainability Awards: PORTO X Athlete Recovery Sandal powered by REVOLOOP™ recycled plastics resins was recognized as a Sustainability Product of the Year. In 2024, Dow announced an exciting collaboration with Porto Indonesia Sejahtera, a leading Indonesian consumer brand specializing in recovery footwear. Porto was the first in Asia to incorporate REVOLOOP™ post-consumer recycled (PCR) polyethylene resins by Dow into their premium sandal and flip-flop lines. These resins reduce reliance on virgin plastics and give used plastics a second life—supporting both circularity and carbon reduction goals. <a href="https://videos.dow.com/view/M35949" target="_blank">Learn more here</a>. Dow’s Track and Trace Digital Platform was recognized as a Sustainability Service of the Year. Unveiled at Chinaplas 2025, Dow’s Track and Trace Digital platform revolutionizes plastics recycling with AI and smart labelling. Developed with recycling company Lovere and auto-care brand Delian, it enables full traceability of Dow REVOLOOP™ post-consumer recycled resins—from consumer drop-off to brand owner packaging. The system captures data at every stage: smart bin collection, QR-coded waste transport, automated sorting, pellet production, and final product labelling. This transparency empowers consumers and businesses, reduces virgin plastic use, and supports circular economy goals. The platform addresses critical industry gaps in data sharing and consumer awareness, making recycling more accountable and impactful. Several Dow technologies were also recognized as finalists, including: DOWSIL™ 213S Additive, Dow Formulation-Level PCF Calculator for Coatings: Empowering Data-Driven Sustainability in Coatings, PARALOID™ EXL-2691J Impact Modifier, and UCARSOL™ Solvents. About the BIG Sustainability Awards The Business Intelligence Group (BIG) Sustainability Awards celebrate the companies, products, and people proving that purpose driven strategy can deliver measurable business results—and a healthier planet. <a href="https://www.bintelligence.com/posts/planet-possible-2025-sustainability-awards-reveal-the-changemakers-turning-green-goals-into-bottom-line-growth" target="_blank">Learn more about the BIG Sustainability Awards and the other winners here</a>. About DOW Dow (NYSE: DOW) is one of the world’s leading materials science companies, serving customers in high-growth markets such as packaging, infrastructure, mobility and consumer applications. Our global breadth, asset integration and scale, focused innovation, leading business positions and commitment to sustainability enable us to achieve profitable growth and help deliver a sustainable future. We operate manufacturing sites in 30 countries and employ approximately 36,000 people. Dow delivered sales of approximately $43 billion in 2024. References to Dow or the Company mean Dow Inc. and its subsidiaries. Learn more about us and our ambition to be the most innovative, customer-centric, inclusive and sustainable materials science company in the world by visiting <a href="http://www.dow.com/" target="_blank">www.dow.com</a>. ### , full_html, Dow received distinction in the 2025 BIG Sustainability Awards, securing wins in four different categories as well as four Dow products being named as finalists. How Sports Shape Success: Meet Otaro Alaka https://www.csrwire.com/press_releases/826991-how-sports-shape-success-meet-otaro-alaka Mon, 13 Oct 2025 11:00:15 EDT https://www.csrwire.com/press_releases/826991-how-sports-shape-success-meet-otaro-alaka GoDaddy The opportunity to work for a company like GoDaddy felt like a no brainer. A global tech company with 20 million customers worldwide seemed like a great landing spot for me. <img alt="Otaro Alaka, Care Service Guide, GoDaddy." data-align="center" data-entity-type="file" data-entity-uuid="a111b009-c56d-4c89-96b0-b7b5158c61c1" src="https://back.3blmedia.com/sites/default/files/inline-images/Otaro%20Alaka_GoDaddy_10.2.25A1.png" width="640" /> <a href="https://www.godaddy.com/resources/news/how-sports-shape-success-meet-otaro-alaka" target="_blank">Originally published on GoDaddy Resource Library</a> Tell us a little bit about yourself and your career journey to date. My name is Otaro Alaka. I am a Nigerian American who grew up in Houston, Texas. Before joining GoDaddy, I was a professional athlete, playing for both the Baltimore Ravens and the Arlington Renegades. My time in the NFL was riddled with injuries so I had to make the difficult decision to close that chapter and begin exploring opportunities beyond football. <img alt="Otaro shown on London Bridge." data-align="center" data-entity-type="file" data-entity-uuid="4db68855-8dbb-432a-addf-2c11fc3a3233" src="https://back.3blmedia.com/sites/default/files/inline-images/Otaro%20Alaka_GoDaddy_10.2.25B1.png" /> What attracted you to join GoDaddy? The opportunity to work for a company like GoDaddy felt like a no brainer. A global tech company with 20 million customers worldwide seemed like a great landing spot for me. Getting to learn from and interact with the people here aligned with my goals to expand my technical knowledge while exploring a career that I have become passionate about. <blockquote> While going through the interview process and asking current employees about their experiences, everybody shared a common answer: "The people here are amazing." </blockquote> That is what excited me the most about joining GoDaddy. Are there any unexpected ways in which your sports background helps you in Customer Care? Many of the skills and habits that I developed through my sports background have proven highly transferable in my professional life. It can be pretty easy to get overwhelmed and discouraged with the amount of information and tools that are needed to do this job effectively. However, my attitude and approach helped keep me on track and gave me the edge I needed to succeed. That attitude and approach came from 20 years of playing football. <img alt="Otaro playing with the Baltimore Ravens." data-align="center" data-entity-type="file" data-entity-uuid="b9fab05a-d4b1-4045-a153-18c88cab591e" src="https://back.3blmedia.com/sites/default/files/inline-images/Otaro%20Alaka_GoDaddy_10.2.25C1.png" width="640" /> How do you stay motivated and disciplined in your learning journey? For me, its all about patience and consistency. Staying committed to your goals is crucial, even when you're not seeing instant results. It's all a part of the process. What's most important is that you show up everyday with a positive mindset, an eagerness to learn, and a hunger to get better every day. What advice would you give to athletes considering a career beyond sports? I would tell them they already have everything they need. Learning something new takes time and there will be growing pains. The intangibles that were required to play your sport will be the keys to success in the career you choose. <img alt="Otaro and his family." data-align="center" data-entity-type="file" data-entity-uuid="a39be504-1f22-44fe-b2f5-509d5c81b078" src="https://back.3blmedia.com/sites/default/files/inline-images/Otaro%20Alaka_GoDaddy_10.2.25D1.png" width="640" /> What do you enjoy doing outside of work? Outside of work, I love spending time with friends and family. I like to travel, listen to music, and work out. But most importantly, I love to eat! Are you enjoying this series and want to know more about life at GoDaddy? Check out our GoDaddy Life social pages! Follow us to meet our team, learn more about our culture (Teams, ERGs, Locations), careers, and so much more. You’re more than just your day job, so come propel your career with us. <ul> <li><a href="https://www.facebook.com/GoDaddyLife" rel="nofollow noopener noreferrer" target="_blank">Facebook</a></li> <li><a href="https://www.instagram.com/godaddylife/" rel="nofollow noopener noreferrer">Instagram</a></li> <li><a href="https://www.linkedin.com/showcase/godaddylife" rel="nofollow noopener noreferrer" target="_blank">LinkedIn</a></li> <li><a href="https://twitter.com/GoDaddyLife" rel="nofollow noopener noreferrer" target="_blank">Twitter</a></li> <li><a href="https://www.tiktok.com/@godaddylife" rel="nofollow noopener noreferrer" target="_blank">TikTok</a></li> <li><a href="https://careers.godaddy/" rel="nofollow noopener noreferrer" target="_blank">Career Page</a></li> </ul> See where entrepreneurship is thriving alongside America’s favorite sport. Visit <a href="http://getstarted.godaddy/otaro" rel="noopener noreferrer" target="_blank">getstarted.godaddy/otaro</a>. , full_html, The opportunity to work for a company like GoDaddy felt like a no brainer. A global tech company with 20 million customers worldwide seemed like a great landing spot for me. FedEx CSO Karen Blanks Ellis Named to 2025 Forbes Sustainability Leaders List https://www.csrwire.com/press_releases/826986-fedex-cso-karen-blanks-ellis-named-2025-forbes-sustainability-leaders-list Mon, 13 Oct 2025 10:50:04 EDT https://www.csrwire.com/press_releases/826986-fedex-cso-karen-blanks-ellis-named-2025-forbes-sustainability-leaders-list FedEx Forbes recently named FedEx chief sustainability officer and vice president of Environmental Affairs, Karen Blanks Ellis, to the 2025 Forbes Sustainability Leaders list. <img alt="" "" data-align="center" data-caption="Karen Blanks Ellis at Climate Week NYC 2025 Photo credit: Jonathan Heisler" data-entity-type="file" data-entity-uuid="0b7f9773-7e45-402e-940e-d8d82a46aaea" src="https://back.3blmedia.com/sites/default/files/inline-images/cso-karen-blanks-ellis-named-2025-forbes-sustainability-leaders-list_FEDEX_093025.png" width="640" /> Coinciding with Climate Week NYC 2025, Forbes recently named FedEx chief sustainability officer and vice president of Environmental Affairs, Karen Blanks Ellis, to the <a href="https://www.forbes.com/sites/elisabethbrier/2025/09/18/forbes-sustainability-leaders-2025/" rel="noopener" target="_blank">2025 Forbes Sustainability Leaders</a> list, recognizing her leadership of the sustainability strategy for the world’s largest express transportation company. Blanks Ellis is one of fifty individuals recognized by Forbes on this year’s list, which includes environmental ministers, climate tech entrepreneurs, globally recognized activists, and non-profit and private sector leaders. According to Forbes, the list celebrates leaders who are “defining what climate leadership looks like today” and whose “recent achievements prove that meaningful climate progress is happening now.” In recognizing Blanks Ellis and FedEx, Forbes highlighted the company’s goal of carbon neutral operations by 2040, as well as the company’s 6.1% year-over-year reduction in direct (Scope 1) emissions. Blanks Ellis attributed this decrease in emissions in large part to aircraft modernization and fuel conservation efforts—initiatives that also enabled the company to save $400 million in jet fuel costs in FY 2024. Advancing an “all of the above” approach to aviation sustainability Blanks Ellis’ <a href="https://www.linkedin.com/posts/forbes-magazine_karen-blanks-ellis-at-the-forbes-sustainability-activity-7375985500429660161-bD6_?utm_source=share&utm_medium=member_desktop&rcm=ACoAAAuqGjABKsAstJB1hHbhhCEnbSeSIVn-t78" rel="noopener" target="_blank">Forbes recognition</a> coincided with FedEx participation in other events at Climate Week NYC, where FedEx convened discussions with customers, civil society, and scientific experts aimed at scaling solutions and identifying shared barriers to progress. FedEx convened a roundtable with Foreign Policy that brought together experts from science, policy, finance, and business to explore how to scale existing—<a href="https://fpanalytics.foreignpolicy.com/2025/09/08/nature-based-carbon-dioxide-removal/" rel="noopener" target="_blank">yet still emerging</a>—natural carbon removal techniques. Additionally, Blanks Ellis <a href="https://foreignpolicy.com/events/energy-forum-at-unga80/" rel="noopener" target="_blank">joined Foreign Policy</a> and aviation leaders on stage to advocate for a full suite of solutions to help the global aviation industry reach its sustainability goals: increased production of sustainable aviation fuels (SAF), air traffic control improvements, more energy-efficient aviation technology, and the adoption of a global framework for international aviation emissions management. Learn more about the FedEx sustainability strategy <a href="https://www.fedex.com/en-us/sustainability/our-approach.html" rel="noopener" target="_blank">here</a> and read on for a Q&A with Chief Sustainability Officer, Karen Blanks Ellis. ——— Climate Week NYC Q&A with Karen Blanks Ellis, Chief Sustainability Officer and VP of Environmental Affairs, FedEx Q: Karen, this was your first time attending Climate Week NYC—and you kicked it off by being named to the 2025 Forbes Sustainability Leaders list. What are your takeaways having met with some of your fellow honorees during the week? Karen Blanks Ellis: It’s certainly an honor, and I’m grateful, but the truth is everything we do in this space is collaborative. I have the privilege of working alongside teams at FedEx who are focused on finding practical solutions across our business—like our air operations team members identifying creative fuel conservation opportunities, or our procurement and finance teams helping us execute our sustainability strategy in line with the needs of the business. More than anything, I am coming away from this week energized from learning from my CSO peers, our customers, and FedEx nonprofit partners who are all committed to advancing this important work. Q: How are you assessing the next steps in the company’s sustainability strategy, especially in a time of transformation for the company and the industry? How do you see the sustainability strategy and the business strategy reinforcing each other at FedEx? KBE: It is a pivotal time for FedEx and for corporate sustainability. Since 2022, we have been undergoing the largest transformation in our company’s history. We are working to improve network efficiency, modernize our systems, and harness the insights from the rich amount of data we have from operating our extensive global network. Sustainability is a natural complement and further ensures that we are building for the long term. FedEx is relatively unique in the transportation industry in that we own many of the assets in our network, so addressing our direct emissions is a core focus of our sustainability strategy. The progress we make in that area is meaningful—both for our own business as well as for our customers. What we do within our network is ultimately in service to our customers; our Scope 1 direct emissions show up in their own carbon accounting as their Scope 3 value chain emissions. Q: Carbon removal was a prominent theme of your Climate Week--what role do nature-based carbon capture solutions play in the long-term strategy for FedEx? KBE: The scientific consensus is clear: achieving climate objectives requires carbon removals. While decarbonizing our operations remains the priority as we work towards our goal of carbon neutral global operations by 2040, residual emissions will persist—especially in aviation. Through the vision of our late founder, Fred Smith, the $100M investment by FedEx to help establish the Yale Center for Natural Carbon Capture has already advanced the scientific body of work on carbon capture methods like enhanced weathering—a geological technique accelerates the chemistry of the Earth’s natural carbon cycle by placing basalt rock on agricultural fields. But beyond that, I get most excited by the fact that enhanced weathering can benefit farmers by improving soil health, increasing crop yields, and providing them with a new revenue stream. But there will not be sufficient quality carbon removals available to meet the needs of hard-to-abate industries like ours if we don’t work collectively to scale up the market. That’s why FedEx convened a group of potential corporate buyers, project developers, financial institutions, policy influencers, and standard-setters during Climate Week for an honest discussion about what needs to happen next. We know that science will continue to evolve. But we already know enough about these techniques to build greater public understanding and to scale up the amount of excess carbon removed using them. Click <a href="https://fedexcares.com/" target="_blank">here</a> to learn about FedEx Cares, our global community engagement program. , full_html, Forbes recently named FedEx chief sustainability officer and vice president of Environmental Affairs, Karen Blanks Ellis, to the 2025 Forbes Sustainability Leaders list. Mondelēz 2024 Snacking Made Right Report: Sustainable Packaging https://www.csrwire.com/press_releases/826981-mondelez-2024-snacking-made-right-report-sustainable-packaging Mon, 13 Oct 2025 10:45:09 EDT https://www.csrwire.com/press_releases/826981-mondelez-2024-snacking-made-right-report-sustainable-packaging Mondelez International We work hard to use packaging that does more than protect our products and delight our consumers. At Mondelēz International, we strive to continually improve our packaging with the long-term aim of advancing our support for a more circular economy for packaging. <img alt="infographic of the three part approach to sustainable packaging" data-align="center" data-entity-type="file" data-entity-uuid="c7d00c4a-4d54-4376-9345-3b29eda1778b" src="https://back.3blmedia.com/sites/default/files/inline-images/sustainable-packaging_Mondelez_071025.png" width="640" /> We work hard to use packaging that does more than protect our products and delight our consumers. At Mondelēz International, we strive to continually improve our packaging with the long-term aim of advancing our support for a more circular economy for packaging. HIGHLIGHTS <ul> <li>Approximately 96% packaging designed to be recyclable (11)</li> <li>Approximately (4.6)% reduction in overall virgin plastic (vs. 2020) (12)</li> </ul> STRATEGIC APPROACH We believe that by improving our packaging and measuring our performance, we can make progress towards our long-term aim of advancing our support for a more circular economy for packaging. CIRCULARITY IN PRACTICE Working to help advance a more circular economy demands infrastructure development, investment, an enabling policy and regulatory environment, and cooperation between multiple stakeholders. There are many challenges that may impede the advancement of a circular economy for packaging, including a landscape of disconnected national and sub-national policies, the need to transform complex global supply chains, and the sourcing of high cost and limited availability materials. Collaboration is key to overcoming challenges and achieving progress. We collaborate with many companies and other stakeholders on topics ranging from innovation of more sustainable alternative materials to helping develop enhanced policies, including Extended Producer Responsibility (EPR). While impact from collaboration requires time to coordinate and deploy resources across many companies, we continue to make steady progress together. Demonstrating our commitment to collaboration, in 2024 we continued to co-chair the CGF Plastic Waste Coalition of Action (PWCoA) Taskforce on Flexible plastic packaging, advancing important work to align consumer packaged goods companies on common requirements for flexible paper packaging and principles for effective EPR that includes flexible plastic packaging. ACTION PLANS AND PROGRESS We aim to remove unnecessary packaging and simplify packaging materials across the business. Our three part approach includes: <ol> <li>Reducing Packaging by aiming to utilize packaging that is lightweight, safe and, where appropriate can be reused or recycled.</li> <li>Evolving Packaging involves aiming to design our packaging to be recyclable, removing problematic materials, and including recycled plastic, where appropriate, to help reduce packaging waste. Our goal is to use packaging that is designed to be recyclable and continue to use recycled content.</li> <li>Improving Systems means supporting the development of infrastructure and capabilities with the aim of being able to collect the packaging we place on the market. We support the implementation of effective policy and EPR schemes. These help enable the development of collection systems of all types of plastic packaging. We are collaborating with other companies, policymakers, investors and other key actors to help advance this work.</li> </ol> Significant progress has been made across the company to integrate our Global Sustainable Packaging Strategy into our local business strategies and roadmaps. In 2024 we continued to work with our local market and brand teams through workshops and training to help advance locally relevant programs for more sustainable packaging. We believe that cross-functional collaboration is critical to our success and ability to deliver more sustainable solutions for packaging, especially in these areas: <ul> <li>New innovative materials that support increased circularity and meet the quality and safety requirements of our products.</li> <li>Sourcing of new technologies such as materials made from recycled plastic.</li> <li>Globally consistent support for policy development and advancement of infrastructure.</li> </ul> <img alt="packaging facility" data-align="center" data-entity-type="file" data-entity-uuid="72efb83d-7aa2-4b11-8e74-40e3d73465f1" src="https://back.3blmedia.com/sites/default/files/inline-images/sustainable-packaging_Mondelez_071025_2.png" width="640" /> By building on our strong foundations, we continue to move closer to meeting our goals and advancing our support for a more circular economy for packaging. <ol> <li>REDUCING PACKAGING We continue to progress towards achieving our 2025 goal of 5% reduction in our use of virgin plastic packaging versus 2020 levels and are set to continue to make progress over the year ahead. As a result of the slowly increasing supply of new materials, such as recycled content for flexible film, as well as successful line trials across a complex network of manufacturing sites we continue to reduce the use of virgin plastic in our packaging. In 2024, we were able to reduce our plastic packaging footprint by approximately (4.6)% versus 2020.(12) For rigid plastic packaging, we are working to offset high category growth and reduce our use of virgin plastic by eliminating packaging and using more recycled content. For example, in 2024 our Southeast Asia Business Unit reduced virgin plastic use by approximately 150 metric tonnes by eliminating plastic trays across our cookie portfolio, including Oreo, Chipsmore and Cosy brands. While we believe we have a strong pipeline of projects for 2025, we anticipate facing challenges in sourcing new materials and overcoming technical challenges to qualify and implement new solutions.</li> <li>EVOLVING PACKAGING We continue to evolve our packaging materials to be more sustainable. In alignment with industry guidelines, we made progress in reducing our use of problematic materials such as PVC & PVDC and converting to recyclable packaging. At the end 2024 approximately 96% of our packaging was designed to be recyclable.(11) We are working across our company to understand local needs, educate suppliers on Mondelēz International requirements, improve industry standards and help amplify impact through cross-industry collaboration. In 2024, we continued to support the advancement and adoption of the CGF’s Golden Design Rules, and as members of the Ocean Plastics Leadership Network (OPLN) are helping to influence more sustainable production of chemically recycled flexible plastic. We also continued to increase our use of recycled plastic. In North America we are converting plastic cookie trays to include up to 50% recycled PET, and our UK & Ireland Business Unit announced that starting from 2025 we will wrap approximately 300 million Cadbury bars in packaging made using up to 80% ISCC+ mass balance certified recycled plastic, reducing virgin plastic use by approximately 600 metric tonnes per year. We are also converting from plastic packaging to alternative materials, where beneficial. For example, in 2024 Cadbury converted from plastic to paper outerwrap for its Fingers and Animals multipacks, and LU introduced paper packaging for Véritable Petit Beurre, Petit Brun Extra, and LU Thé biscuit multipacks.</li> <li>IMPROVING SYSTEMS To achieve a more circular economy for packaging, we believe that it is critical that the systems and infrastructure exist to collect, sort and recycle packaging waste. As such, we are working with many companies, investors, suppliers policymakers and other critical stakeholders to help improve policy design, help implement enhanced EPR schemes, and invest in new technologies and infrastructure. In 2024 as members of the Business Coalition for a UN Plastics Treaty and its Policy Working Group we continued to advocate for a legally-binding treaty that helps harmonize global policy. We hope to see progress toward a ratified agreement over the year ahead. We are also working to help advance the development of enhanced EPR Schemes in various markets around the world. In the US, through our membership of the CGF PWCoA we helped establish the EPR Leadership Forum (ELF) and as founding board members of the Circular Action Alliance are working with other companies to help implement effective schemes in Colorado, Oregon and other states. Finally, through the Circulate Capital Ocean Fund for Latin America and the Caribbean we are helping to advance the development of waste collection and recycling infrastructure, with inaugural investments made in Brazil and Colombia in 2024.</li> </ol> GOALS AND METRICS SUSTAINABLE PACKAGING GOALS <ul> <li>5% recycled plastic content by 2025</li> <li>98% or more of our packaging designed to be recyclable by 2025</li> <li>5% reduction in virgin plastic by 2025 (vs. 2020)</li> <li>25% reduction in virgin rigid plastic by 2025 (vs. 2020)</li> </ul> PACKAGING PORTFOLIO(35) <table dir="ltr"> <tbody> <tr> <td colspan="2" rowspan="1">2024 PROGRESS</td> </tr> <tr> <td> </td> <td>2024</td> </tr> <tr> <td>Corrugated (metric tonnes)</td> <td>429,400</td> </tr> <tr> <td>Paper (metric tonnes)</td> <td>237,000</td> </tr> <tr> <td>Flexible plastics (metric tonnes)</td> <td>124,500</td> </tr> <tr> <td>Rigid plastics (metric tonnes)</td> <td>53,400</td> </tr> <tr> <td>Glass (metric tonnes)</td> <td>11,200</td> </tr> <tr> <td>Other flexibles (metric tonnes)</td> <td>10,300</td> </tr> <tr> <td>Metals (metric tonnes)</td> <td>10,000</td> </tr> <tr> <td>Total weight of packaging (metric tonnes)</td> <td>875,800</td> </tr> </tbody> </table> SUSTAINABLE PACKAGING <table dir="ltr"> <tbody> <tr> <td colspan="5" rowspan="1">2024 PROGRESS</td> </tr> <tr> <td> </td> <td>2024</td> <td>2023</td> <td>2022</td> <td>2021</td> </tr> <tr> <td>Packaging designed(11) to be recyclable (%)</td> <td>96 %</td> <td>96 %</td> <td>96 %</td> <td>95 %</td> </tr> <tr> <td>Reduction in overall virgin plastic (12) (vs. 2020) (%)</td> <td>-4.60%</td> <td>1.7 %</td> <td>2.9 %</td> <td>4%</td> </tr> <tr> <td>Reduction in virgin rigid plastic (vs. 2020) (%) (12)</td> <td>1.4 %</td> <td>10 %</td> <td>5.4 %</td> <td>—</td> </tr> <tr> <td>5% recycled plastic content by 2025 (%) (13)</td> <td>1.6 %</td> <td>1.4 %</td> <td>1 %</td> <td>0.5 %</td> </tr> </tbody> </table> An independent third-party was engaged to provide limited assurance of our 2024 performance on plastics and packaging material consumption and targets included in the above chart. Read our assurance statement in our <a href="https://www.mondelezinternational.com/snacking-made-right/reporting-and-disclosure/reporting-archive/" target="_blank">ESG Reporting & Disclosure Reporting Archive</a>. <a href="https://www.mondelezinternational.com/snacking-made-right/reporting-and-disclosure/" target="_blank">View the full 2024 Snacking Made Right Report. </a> (11) 2024 reported information covers the period from December 1, 2023 through November 30, 2024. Our annual reporting cycle for this metric differs from previous years as we migrate to calendar year reporting. Reported information utilizes forward looking volume estimates. Reported information is verified by an independent third-party and available in our ESG Reporting & Disclosure Reporting Archive. (12) 2024 reported information covers the period from December 1, 2023 through November 30, 2024. Our annual reporting cycle for this metric differs from previous years as we migrate to calendar year reporting. We have recalculated our base year 2020 due to data improvements. We have restated 2023 and 2022 metrics for year-over-year comparison. Reported information is verified by an independent third-party and available in our ESG Reporting & Disclosure Reporting Archive. (13) 2024 reported information covers the period from December 1, 2023 through November 30, 2024. Our annual reporting cycle for this metric differs from previous years as we migrate to calendar year reporting. Reported information is verified by an independent third-party and available in our ESG Reporting & Disclosure Reporting Archive. (35) 2024 reported information covers the period from December 1, 2023 through November 30, 2024. Our annual reporting cycle for this metric differs from previous years as we migrate to calendar year reporting. , full_html, We work hard to use packaging that does more than protect our products and delight our consumers. At Mondelēz International, we strive to continually improve our packaging with the long-term aim of advancing our support for a more circular economy for packaging.