Supporting Well-Being at Tapestry: Mental Health First Aid Certification

Tapestry, Inc. — Thu, 18 Jun 2026 16:50:00 -0400

At Tapestry, we want our people to bring their best selves to work. When we feel supported, we're better able to think boldly, innovate, and create exceptional experiences and products for our consumers. That's why supporting well-being — including mental health — is such an important part of how we care for our people.

Since 2018, Mental Health First Aid Certification (MHFA) has helped nearly 1,000 Tapestry team members around the world develop skills they can use to care for their own mental health and foster a more connected, caring workplace.

As part of the relationship with National Council, Tapestry became the first organization to adopt MHFA at Work for Retail, a retail-specific training model. Learn more about our partnership through this case study.

More from our Mental Health First Aiders:

“Past experiences motivated me to learn Mental Health First Aid, where I developed skills to recognize early signs, listen actively, and respond with empathy without judgment. Importantly, I’ve learned not to trivialize potential signs for help. I believe MHFA in the workplace can raise awareness, support employees, and reduce stigma, ensuring no one has to face mental health challenges alone.” — Mark Gan, Service Delivery, Retail Tapestry, APAC

“Being a Mental Health First Aider is one of the most fulfilling roles I’ve ever taken on. I’m helping to break down stigma and create a culture where mental health is treated with the same importance as physical health. Every conversation, no matter how small, is a step toward building a more compassionate and supportive environment. That’s what makes this role so special — it’s about human connection, kindness, and the courage to care.” — Rupa Jandu, Executive Assistant & EU Special Projects Executive, EMEAI

Matching Grant Program Supports Homebuyer Education and Counseling

Wells Fargo & Company — Thu, 18 Jun 2026 16:00:00 -0400

DES MOINES, Iowa, June 18, 2026 /3BL/ - Thanks to a collaboration between Wells Fargo and the Federal Home Loan Bank of Des Moines (FHLB Des Moines), NeighborWorks Montana (NWMT) received $685,952 through the Member Impact Fund to support homebuyer education and counseling across Montana.

This grant program matches member financial institution contributions to support nonprofit organizations focused on promoting affordable housing or community development. FHLB Des Moines matched more than $2.40 for every $1 contributed by a member institution, resulting in $1.6 million from members and $4 million awarded by FHLB Des Moines in Montana.

“Homeownership feels so far out of reach for many of our clients, but education and counseling gives residents the support and confidence they need to work toward and realize this goal. Wells Fargo has long recognized the power of housing education. Their generous support is even more critical now given the significant housing affordability gaps in Montana and declining federal support for housing programs.” said NWMT’s Executive Director, Kaia Peterson

Wells Fargo is a long-standing partner that has supported NeighborWorks Montana since its inception. As one of the original signers of NWMT’s partnership agreement in 2001, Wells Fargo pledged to work cooperatively to make homeownership a reality by supporting the launch of the Montana HomeOwnership Network, a system of statewide partners that provides homebuying resources to residents.

In this way, the impact of Wells Fargo’s support ripples throughout Montana. Through NWMT’s partner network, homebuyer education and financial counseling are available to residents within their communities and virtually for rural neighbors across the state.

“At Wells Fargo, we believe that access to housing starts with access to knowledge,” said Katie Rollyson, Philanthropy and Community Impact for Wells Fargo. “Through our collaboration with NeighborWorks Montana and FHLB Des Moines, we’re proud to help expand homebuyer education and counseling so more individuals and families can navigate today’s challenging housing market with confidence. Investments like this are critical to closing affordability gaps and strengthening communities across Montana.”

NeighborWorks Montana is grateful for the support of Wells Fargo and FHLB Des Moines supporting the organization’s mission to provide education and financing that gives every Montanan the opportunity to live in a home where they can thrive.

About NeighborWorks Montana
NeighborWorks Montana is a Community Development Financial Institution (CDFI) that works with a network of statewide partners to deliver HUD-approved homebuyer education and counseling. NWMT provides home loans for individual homebuyers and financing for affordable housing developers. Additionally, NWMT helps residents of manufactured home parks and multifamily housing in purchasing and managing their communities. Since 1998, NWMT has been proudly serving communities across the state and working towards a future where stable housing is a reality.

Media Inquiries:
Chelsey Lyle, Communications Manager
NeighborWorks Montana
406-604-4546
clyle@nwmt.org

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Covia’s Alex Brill: A Champion for Veterans

Covia — Thu, 18 Jun 2026 13:30:00 -0400

Last year, through The Covia Foundation, we donated over $650,000 to our local communities. Our employees also contributed more than 7,500 hours of volunteer time to local projects and organizations that are important to them.

This year, our team has continued to demonstrate what’s possible when we support charitable organizations and those in need. Their dedication, compassion, and willingness to get involved have made a meaningful difference and reflect the spirit of service that defines Covia.

This spirit of service is guided by The Covia Foundation, which leads our comprehensive community engagement and philanthropic initiatives. The Foundation oversees our Community Investment Policy, directing our charitable contributions, volunteerism, dependent scholarships, and emergency relief efforts. Our work is focused on four key pillars: Health and Wellness, Education, the Environment, and Social Equality. We also encourage every employee to get involved in ways that create meaningful impact in our communities and to pursue causes they are personally passionate about, whether or not they align directly with these pillars.

That’s exactly what Alex Brill, Operations Manager at Covia’s Black Lab plant in Serena, Illinois, recently demonstrated. In his day-to-day role, he leads production operations and oversees workforce planning, quality control, logistics, and equipment maintenance. Beyond his responsibilities at the plant, Covia’s community investment initiatives empower employees like Alex to engage actively in their communities. Through our volunteer program, employees receive up to 24 hours of paid volunteer time each year, allowing them to dedicate time to the causes that matter most to them.

Alex recently dedicated his time and energy to supporting Veteran Recreation Ohio, an organization that connects veterans with recreational therapy programs aligned with their interests to promote healing, rebuild strength, and foster community. Alex helped care for veterans by preparing meals, leading activities such as hiking and fly fishing, and teaching fly-tying skills. Alex's support of Veteran Recreation Ohio aligns with Covia's commitment to helping veterans. Alex contributed both personal and paid volunteer time, taking advantage of Covia’s volunteer time and grants for volunteers’ program.

To learn more about the Covia Foundation, visit https://www.coviacorp.com/corporate-responsibility/positive-social-impact/the-covia-foundation/.

A New Data Set from Covalence Helps Monitor Corporate Norms

CSRHub — Thu, 18 Jun 2026 12:05:00 -0400

As previously seen on the CSRHub blog.

By Bahar Gidwani

Founded in Geneva in 2001, Covalence evaluates the environmental, social and governance (ESG) performance of thousands of companies around the world. Covalence has recently released a new data set that monitors whether or not a corporation is conforming to well-established “norms” of behavior.

Covalence regularly reviews more than 60 lists published by asset managers and asset owners worldwide and identifies which companies they excluded from their portfolio for “norms” violation reasons. More than 1,400 major entities turned out to be on at least one exclusion list (out of 15,590 that are both covered and tracked by CSRHub). Covalence is now offering this “Norms-Based Exclusion Monitor” to help other asset managers and owners uncover potential problems within their portfolios.

CSRHub is excited to announce the Covalence Norms list data is now available through CSRHub’s customizable Roadmap Report. The Roadmap makes it simple to add this data in your made-to-order Report. Click CSRHub’s Roadmap Report form, enter the focus company and up to ten additional companies. Tailor the Report to meet your specific needs. Choose at least one Roadmap foundation (Benchmarking, Trends, Engage or Lever), then any additional data sets to meet your unique specifications. The Covalence data is $200 and includes companies that were checked for inclusion in the Covalence Norms exclusion list, a list count and if flagged by asset managers and/or asset owners. A list of the entities covered by this data set, including those for whom no Norms issues were found, can be seen here on the CSRHub site.

A company’s presence on an investor exclusion list should relate to the strength of its internal controls and ethical standards. A company that breaches societal norms may lose some or all of its “license to operate” from the communities it serves. This makes norms analysis an important aspect of benchmarking one company against others and something that can often explain differences in indicators such as board quality, leadership ethics, and transparency.

Please contact CSRHub if you want more information about this data set. The entire set can be licensed for both corporate and investor use by visiting the Covalence site.

About CSRHub

CSRHub provides decisive ESG data to reduce risk, improve ESG reporting, strengthen brand and manage stakeholders, using authoritative sustainability metrics and data harmonized from key investor sources (i.e., MSCI, ISS, S&P Global), and hundreds of other ESG experts.

CSRHub provides ESG ratings, benchmarking tools, and data feeds that support:

Benchmarking to improve ratings
Supply chain and vendor assessment
Regulatory readiness
Investment and risk analysis
Academic and research applications

If you are interested in using CSRHub data for research, reporting, or analytics, please contact us or explore our tools and data offerings on our website.

About Covalence

The Covalence Norms-Based Exclusion Monitor focuses on investor norms analysis. It is part of the suite of metrics that Covalence delivers. Founded in Geneva in 2001, Covalence evaluates the environmental, social and governance (ESG) performance of more than 15,000 companies around the world, with a focus on media analysis and social issues.

We provide professional investors with ESG ratings and data to monitor portfolios, define investment universes, track controversies, manage reputational risks and document positive impacts.

Our multi-source approach, combining human expertise and artificial intelligence, compares corporate disclosures with stakeholder perceptions. This approach also inspires confidence among academic researchers and non-profit organisations.

Our main differentiators are: pioneer, independent ESG rating agency; dynamic, granular news data documenting controversies, good practices and evolving sustainability issues; in-house AI capacities since 2014; greenwashing risk indicator; SDG mapping; expertise on social and political issues such as human rights, norms-based exclusions, peace and democracy.

Bahar Gidwani is CTO and Co-founder of CSRHub. He has built and run large technology-based businesses for many years. Bahar holds a CFA, worked on Wall Street with Kidder, Peabody, and with McKinsey & Co. Bahar has consulted to a number of major companies and currently serves on the board of several software and Web companies. He has an MBA from Harvard Business School and an undergraduate degree in physics and astronomy. He plays bridge, races sailboats, and is based in New York City.

Water Stewardship in the Beverage Industry: BIER’s 20-Year Foundation

Beverage Industry Environmental Roundtable — Thu, 18 Jun 2026 11:30:00 -0400

Water is foundational to the beverage industry.

As the core ingredient in every beverage product, water connects beverage companies to shared watersheds, agricultural systems, manufacturing operations, communities, and long-term business resilience. It is also the reason the Beverage Industry Environmental Roundtable (BIER) first came together.

Founded in 2006, BIER began with a shared focus on water stewardship, recognizing that responsible water use and watershed health are essential to the future of the beverage sector. From the beginning, BIER’s work has centered on a simple reality: many water challenges extend beyond the reach of any single company and require collaboration across shared basins, supply chains, and stakeholders.

Industry Dialogue: Insights from Industrial Water Solutions 2026

This June, BIER Founder Paul Bowen joined industry and water leaders at the 2026 Industrial Water Solutions conference in Chicago for the panel discussion, Water in the Beverage Industry. The session explored the evolving role of water across beverage operations, stewardship, reuse, resilience, and industrial water management.

Hosted by The WateReuse Association and the Water Environment Federation, Industrial Water Solutions brought together professionals working across industrial water use, treatment, management, and regulation to identify circular water solutions that reduce waste, recover value, and support resilient communities and industries.

BIER’s participation reflects a 20-year commitment to advancing responsible water use through collaboration, technical guidance, benchmarking, water circularity solutions, and collective action across shared watersheds.

Key Resources for the Industry

Over the past two decades, BIER’s water-related work has included:

Defining world-class water stewardship principles for the beverage sector
Releasing the first BIER Water Benchmarking Study in 2007
Developing in 2011, A Practical Perspective on Water Accounting in the Beverage Sector
Launching The True Cost of Water Toolkit
Publishing BIER’s 2021 Water Stewardship Definition
Advancing water circularity through tools, metrics, and the 2024 Water Circularity Playbook
Supporting collective watershed action through Charco Bendito in Jalisco, Mexico
Continuing water, energy, and emissions benchmarking to support operational insight and industry progress

Today, BIER’s Water Stewardship technical focus continues to advance responsible water use through watershed health initiatives, water circularity solutions, improved efficiency, and collective action across shared basins.

Charco Bendito is one example of this approach in action. Launched in 2020, the collaborative watershed initiative brings together beverage companies, local stakeholders, implementation partners, and communities to support watershed health, water replenishment, and long-term resilience in the Charco Bendito sub-basin.

As water stress, climate pressures, resource demands, and sustainability expectations continue to evolve, collaboration remains essential to helping the beverage industry understand risks, identify practical solutions, and support long-term water stewardship.

Continuing the Journey

BIER’s 20-year history began with water. Today, that foundation continues to guide the coalition’s work to support responsible water use, shared learning, and collective action across the beverage sector. Other notable water stewardship resources include:

As BIER looks ahead, water stewardship continues to remain a defining part of the coalition’s work and a continued example of the value of collaboration across the beverage sector. Through shared expertise, technical guidance, benchmarking, and collective action initiatives, BIER continues to support practical, science-based approaches designed to help companies strengthen water resilience, support watershed health, and navigate evolving environmental sustainability challenges together.

GoDaddy 2025 Global Stakeholder Impact Report: About GoDaddy | Sustainability Governance

GoDaddy — Thu, 18 Jun 2026 10:00:00 -0400

Originally published in GoDaddy’s 2025 Global Stakeholder Impact Report

Sustainability Governance

GoDaddy remains committed to embedding sustainability across our business and operations and within our strategy. Our approach focuses on creating long-term value for our customers, employees, shareholders, and communities while minimizing our environmental footprint. The roles and responsibilities outlined in our governance model span across the company and up to our Board of Directors (Board), enabling clear accountability, informed decision-making, and consistent progress tracking.

Board & Executive-Level Oversight

Sustainability oversight is entrusted to our Board and its committees. Our committees aim to ensure GoDaddy addresses its Environmental, Social, and Governance (ESG) impacts while continuously monitoring and reviewing the effectiveness of our sustainability initiatives. The Board works closely with management to integrate sustainability considerations into our long-term strategy, taking into account the related risks and opportunities.

BOARD & COMMITTEE-LEVEL OVERSIGHT

NOMINATING & GOVERNANCE COMMITTEE
The Nominating and Governance Committee oversees GoDaddy’s sustainability strategy, practices, and programs, including risk mitigation and reporting. The committee also reviews GoDaddy’s public disclosures on such matters, including those in our proxy statements and annual Global Stakeholder Impact Reports. The Nominating and Governance Committee regularly reports to the Board on these topics.
COMPENSATION & HUMAN CAPITAL COMMITTEE
The Compensation and Human Capital Committee maintains oversight of the company’s human capital management practices and programs. The committee oversees GoDaddy’s talent management practices, including the company’s compensation programs, pay parity analysis and reporting, and the company’s culture and recruiting practices. The Compensation and Human Capital Committee reports regularly to the Board on these topics.
AUDIT & RISK COMMITTEE
The Audit and Risk Committee oversees the company’s risk assessment and management as it pertains to the company’s financial, accounting, and overall operational performance. The Audit and Risk Committee reports regularly to the Board on these topics.

EXECUTIVE & MANAGEMENT-LEVEL OVERSIGHT

MANAGEMENT OVERSEES THE PROGRESS OF RESPECTIVE SUSTAINABILITY PROGRAMS AND PRACTICES AS THEY RELATE TO KEY AREAS OF OUR BUSINESS
Management reports regularly to the Board and its committees to provide insight and updates regarding the company’s human capital management, sustainability programs and practices, including progress on goals such as our emissions reductions, and the overall risk framework and profile of the company. Members of our Sustainability Working Group, who directly manage our sustainability efforts and disclosures, report directly to members of management and senior leaders.

SUSTAINABILITY WORKING GROUP

OUR SUSTAINABILITY WORKING GROUP IS COMPOSED OF LEADERS ACROSS THE COMPANY
The Sustainability Working Group is a cross-functional group of leaders chaired by the Corporate Sustainability and ESG Team. The Sustainability Working Group is responsible for driving progress across priority topics and guiding and executing the company’s sustainability strategy by managing relevant potential sustainability risks and opportunities. The Sustainability Working Group also supports our ongoing commitment to sustainable practices and transparent disclosure.

Learn more about GoDaddy’s 2025 Global Stakeholder Impact Report.

About this Report

The GoDaddy 2025 Global Stakeholder Impact Report details our progress toward our corporate sustainability goals, strategies, and initiatives in support of our overarching purpose and values. Unless otherwise noted, this report reflects our corporate sustainability performance across our global operations covering the fiscal year period from January 1 to December 31, 2025. To demonstrate our commitment to transparent communication regarding our sustainability progress, we routinely share updates through our website and our annual reporting. We welcome your questions, comments, and feedback on this report by contacting ESG@GoDaddy.com.

This report references the Global Reporting Initiative Standards, includes select Sustainability Accounting Standards Board metrics for the Internet Media and Services sector, and the Task Force on Climate Related Financial Disclosures. We also disclose our contributions and progress toward priority UN SDGs. For additional information on how we align with these frameworks and key indicators demonstrating our sustainability performance, please refer to the Frameworks & Metrics section.

About GoDaddy

GoDaddy, the world's largest domain name registrar, helps millions of entrepreneurs globally start, grow, and scale their businesses. People come to GoDaddy to name their idea, build a website and logo, sell their products and services and accept payments. GoDaddy Airo®, the company's AI-powered experience, makes growing a small business faster and easier by helping them to get their idea online in minutes, drive traffic and boost sales. GoDaddy's expert guides are available 24/7 to provide assistance. To learn more about the company, visit www.GoDaddy.com.

Ask Nature Podcast Episode 4: Julia Watson

Ray C. Anderson Foundation — Thu, 18 Jun 2026 09:40:00 -0400

Landscape architect, author and teacher, Julia Watson is a global advocate for Indigenous ecological knowledge and the bestselling author of Lo—TEK, Design by Radical Indigenism and Lo—TEK Water, A Field Guide for TEKnology.

Her work is inspired by travels across the globe and a lifelong mission to uplift ancestral technologies through storytelling. She co-founded the Lo—TEK Institute, launched the Living Earth Curriculum, and co-leads the Lo—TEK Office of Intercultural Urbanism, leading the way in regenerative design—merging Indigenous science, Traditional Ecological Knowledge (TEK), and cutting-edge urban innovation.

Listen to the podcast here.

Building a World-Class Employee Experience | Cisco FY25 Purpose Report

Cisco Systems Inc. — Thu, 18 Jun 2026 09:05:00 -0400

The following is an excerpt from Cisco’s FY25 Purpose Report. Explore the full report to learn more about how we Power an Inclusive Future for All.

Read on Cisco's Blog

The world of work is changing faster than ever, but our greatest strength remains our Cisconians. They are the heart of our culture, the driving force behind our innovations, and a critical part of how we make a positive impact around the world. Whether it’s AI upskilling or community building, hybrid connecting or everyday collaborating, we aim to create a workplace where our people are empowered to succeed. Because when our people thrive, they bring their best to everything they do — for our customers, our communities, and one another.

Guided by our Guiding Principles

We strive to create the best possible workplace so our employees can thrive, and Cisco can win.

In fiscal 2025, we announced a new set of Guiding Principles: actionable values that shape the ways we lead, learn, and work in the AI era. These were co-created across the business, with input from employees and our Executive Leadership Team. Our Guiding Principles keep us focused on the skills and behaviors that matter most, driving success for our customers and our communities. They are:

Think Really Big: Be curious, learn fearlessly Take smart risks Innovate. Adapt. Do it again.
Play to Win: Be real, be coachable. Speak up, debate often, and commit. Execute with quality, a sense of urgency, and accountability.
Drive Durable Growth: Drive customer outcomes with products and experiences they love. Embrace One Cisco and the power of the platform. Connect our work to Cisco’s priorities and purpose.

Prioritizing Team Rituals

Leaders have the most direct influence over Cisconians’ experiences.

In fact, our internal research shows that employees who checked in with their leader weekly had 33% greater confidence in their organization’s strategy. Today’s global and hybrid workplace requires our leaders to be more deliberate about the norms and rituals to be successful.

That’s why we offer leadership tools and development opportunities, including:

Weekly Check-Ins: All employees are encouraged to complete a Weekly Check-In, inviting them to reflect on the past week (What did you love? What did you loathe?) and outline priorities for the week ahead.
Quarterly Engagement Pulses: These quick, leader-led surveys measure how motivated and engaged team members are through 10 simple questions.
Bi-Annual Performance and Development Discussions: This process creates a two-way dialogue between employees and leaders, driving ongoing clarity, accountability, and growth.

Investing in Ongoing Learning and Development

Whether it’s engineers designing next-generation architecture or sales teams creating new go-to-market strategies, a drive to learn and innovate is what keeps Cisco ahead.

Cisco employees have access to our industry-leading external platforms, including Cisco Networking Academy and Cisco U., as well as personalized training programs, like Cisco Leader Fundamentals. In fiscal 2025, 89% of Cisco employees voluntarily participated in a learning or development offering, with more than 37,000 employees completing AI-focused offerings — a 76% year-over-year increase.

Supporting Employee Health and Well-Being

At Cisco, we don’t think of well-being as a nice-to-have; rather, it’s a business imperative and core to our Guiding Principles.

In fiscal 2025, we continued to invest in mental health and well-being for all Cisconians. For employees, we introduced the Calm app, offering free tools to help improve sleep, manage stress, and develop mindfulness. For leaders, we offered numerous learning events, including our “Leading with Humanity” series, a research-backed well-being series based on needs identified from employee listening surveys.

This year, we also grew our Well-Being Ambassador program, a community of proactive employees who champion healthy behaviors and foster connection. In fiscal 2025, more than 500 ambassadors reached nearly 4,800 employees through team activities and challenges, creating meaningful momentum in how well-being is activated and supported across the business.

“As business leaders, it’s up to us to make mental health and well-being part of the everyday experience at work. That starts with really listening to our people, investing in the programs and resources they need, and enabling our leaders to lead with empathy. When we get this right, our people feel supported and connected, and both our people and the business thrive.” – Kelly Jones, Chief People Officer

All in on AI

In fiscal 2025, we began piloting Ask P&C Assistant, an AI-powered digital agent that helps employees interact with People & Communities (HR) services. From “Can you submit my vacation request for me?” to “What are my parental benefits?”, the assistant aims to simplify employee requests and bring personalized answers to Cisconians’ fingertips. Ask P&C responds to common HR questions six to 10 times faster, with employees reporting a 20% increase in satisfaction.

Read the full FY25 Purpose Report

At Cisco, our Purpose is core to who we are and what we do. Learn more about our goals and progress to date in our Purpose Reporting Hub.

View original content here.

Mail Theft and Check Fraud Surge Nationwide: Tips To Protect Yourself From KeyBank

KeyBank — Thu, 18 Jun 2026 09:00:00 -0400

Financial institutions are warning consumers about a growing wave of mail theft and check fraud, as criminals use increasingly sophisticated tactics to steal personal financial information and drain bank accounts. KeyBank and other banking organizations are urging individuals and small businesses to stay vigilant and adopt safer payment habits to reduce risk.

A Growing Threat to Consumers

Check fraud and mail theft have become more prevalent in recent years, posing significant risks to individuals who rely on traditional paper-based payments. These crimes are not only financially damaging but can also create long-lasting complications for victims attempting to recover lost funds and secure their identities.

Security experts say the rise is fueled by organized criminal efforts to intercept checks before they reach their intended recipients. Once stolen, these checks can be altered, duplicated, or fraudulently cashed.

How Criminals Steal Mail

Fraudsters typically begin by targeting physical mail systems, using several widely reported techniques:

“Fishing” scams: Thieves use sticky materials attached to strings or weighted objects to pull mail out of public collection boxes, searching for envelopes that may contain checks or sensitive documents.
Stolen “arrow keys”: These universal U.S. Postal Service keys allow access to multiple mailboxes within a neighborhood. When stolen, they enable criminals to open large numbers of mailboxes quickly.
Targeting postal workers: In some cases, criminals resort to robbery or intimidation to gain direct access to mail.

These methods allow fraudsters to collect valuable financial information at scale, often without immediate detection.

From Theft to Fraud

After obtaining checks, criminals exploit them using several common schemes:

Counterfeit checks: Fraudsters create entirely new checks using stolen account and routing numbers.
Altered checks: Original checks are modified to change the payee name or increase the amount.
Forged endorsements: Criminals sign the back of stolen checks made out to someone else and attempt to cash or deposit them.

Because checks contain sensitive information, a single stolen document can lead to multiple fraudulent transactions.

Practical Steps to Reduce Risk

Financial experts emphasize that prevention is the most effective defense. KeyBank recommends several proactive measures:

1. Reduce Reliance on Paper Checks

Switching to digital payment methods, such as online bill pay or peer-to-peer platforms like Zelle®¹, can significantly lower exposure to fraud. Small businesses are also encouraged to explore banking tools specifically designed for fraud protection.

2. Use Caution When Mailing Payments

Consumers should avoid placing checks in residential mailboxes or public blue collection boxes, particularly overnight. If possible, mail checks directly inside a post office.

3. Shred Sensitive Documents

Old checks, bank statements, and ATM receipts can contain enough information for fraud. Properly shredding these materials reduces the risk of identity theft.

4. Monitor Accounts Frequently

Reviewing bank accounts daily can help identify unauthorized transactions early, an essential factor in increasing the chances of recovering lost funds.

5. Enable Bank Alerts

Text and email notifications can provide real-time updates about account activity, alerting customers to suspicious transactions or changes.

6. Follow Safe Check-Writing Practices

Consumers should avoid leaving blank spaces on checks, never endorse checks until ready to deposit or cash them, and clearly mark checks deposited via mobile banking to prevent reuse.

What to Do If You’re a Victim

If check fraud is suspected, immediate action is fraud critical. Victims should report the incident to their bank through official channels such as online security centers, fraud hotlines, or in-person branch visits. KeyBank clients can report fraud in the online banking Security Center, by calling our Fraud Client Service Center at 1-800-433-0124 (dial 711 for TTY/TRS), or by visiting a KeyBank branch.

Prompt reporting improves the likelihood of stopping fraudulent transactions and recovering funds.

Staying Ahead of Emerging Scams

As fraud tactics evolve, financial institutions encourage customers to stay informed about new scams and trends. Educational resources, including fraud awareness portals, can help individuals recognize warning signs early and protect themselves.

Bottom line: As check fraud and mail theft continue to rise, experts stress that awareness and prevention are key. By reducing reliance on paper checks, safeguarding mail, and monitoring financial activity closely, consumers can significantly lower their risk in an increasingly complex fraud landscape.

Stay up to date on the latest scams, common hoaxes, and fraud trends at key.com/fraud.

^{1 Zelle is intended to send money to friends, family, and others you trust. You should not use the service to send money to recipients with whom you are not familiar.}

^{The information and recommendations contained here have been compiled from sources believed to be reliable based on current information and conditions and are subject to change. KeyBank assumes no duty to update any information in the material in the event that such information changes. KeyBank does not represent or warrant its accuracy, reliability, or completeness or accept any liability for any loss or damage (whether direct or indirect) arising out of the use of all or part of this material. This material is provided as general information only; particular situations may require additional information or actions. Nothing in material shall be regarded as an offer, solicitation, recommendation or advice (whether financial, accounting, legal, tax or other) given by KeyBank and/or its officers or employees or other presenters. If legal advice or other expert assistance is required, the services of a competent professional should be sought.}

Comcast Beats Network Energy Efficiency Goal Five Years Early

Comcast — Thu, 18 Jun 2026 09:00:00 -0400

Key Takeaways

Reduced electricity per consumed byte by 55 percent since 2019 baseline
AI integration, network upgrades, and modernization led to 15 percent reduction in electricity usage, even as data traffic increased by 89 percent

Connectivity is essential to our lives, whether it’s for work, school, or entertainment. Every year, our customers stream more live sports, download larger games, connect more devices over WiFi, and engage with AI-powered applications that depend on fast, reliable, low-latency networks. At Comcast, we’re committed to delivering an exceptional connectivity experience, but while we’re doing that, we also want to do it in a more sustainable way.

In 2022, we set a goal to double the efficiency of our domestic network by 2030 from our 2019 baseline. Thanks to the innovation and tireless efforts of our incredible team at Comcast, I’m proud to report that we exceeded our goal and achieved it five years ahead of schedule.

The investments we’ve made to our network enabled us to achieve a 55 percent reduction in electricity per consumed byte (EPCB) from 2019 to 2025. In 2019, our network consumed 18.4 kilowatt-hours of electricity per terabyte of data. In 2025, that number dropped to 8.2 kWh/TB. During this timeframe, we saw an increase of 89 percent more terabytes traveling over our network, which we delivered with 15 percent less electricity usage. That is the power of innovation at scale: delivering dramatically more data, with greater reliability and performance, while using less electricity per byte.

These gains did not happen by accident. They are the result of years of implementing smarter technologies, virtualized infrastructure, operational improvements, and a relentless focus on making our network faster, more reliable, and more efficient.

Modernizing Our Network

We modernized both the physical and digital infrastructure that powers our network, helping us save on electricity. Over the past several years, our teams have worked meticulously to take inventory and optimize hundreds of thousands of network-powering assets. We are tying assets directly to utility bills to better track our footprint and right-sizing gear to maximize efficiency.

Steps we’re taking to cut down on power usage also extend to our facilities, which primarily use energy to power and cool network equipment. We transformed the cable modem termination system (CMTS) – the technology that connects customers’ modems to our broadband network – into a virtual platform to support customer demand for data while minimizing space and power requirements. Several initiatives to optimize cooling efficiency and effectiveness are being implemented. Smart thermostats allow us to optimize set points and improve remote visibility into our sites to monitor performance during critical events, such as storms. Airflow optimization helps us to eliminate hot spots in our sites while reducing the energy needed to keep sites cool. Each of these efforts may seem incremental on their own, but together at a scale as large as our network, they help us make an impact toward our energy efficiency goals by helping us reduce electricity consumption.

A Smarter, More Sustainable Network

We are also embedding AI and machine learning deeper into the network to help us make better decisions in real time. This enhanced monitoring allows us to identify and address potential issues faster, saving time and reducing truck rolls, which ultimately help us save fuel and reduce emissions. These predictive and self-healing capabilities help us improve the customer experience and increase our network’s reliability and resilience, all while supporting our broader sustainability goals – a win-win.

This progress matters because demand is only going to grow. As AI becomes more omnipresent, more live events shift to streaming, and homes and businesses continue to rely on WiFi to power more and more devices, networks will need to be more intelligent, more resilient, and more efficient than ever before.

To meet these demands, Comcast will continue to invest in technologies and operational improvements to improve the speed, reliability, and efficiency of its connectivity. I’m incredibly proud of the Comcast teams who made this milestone possible. They are proving that we can build a network ready for the next generation of customer experiences while continuing to reduce the energy intensity of the data we deliver.

Consumer Goods Manufacturers Advance Decarbonization Through MCAP

Cascale — Thu, 18 Jun 2026 09:00:00 -0400

AMSTERDAM and HONG KONG and OAKLAND, Calif., June 18, 2026 /3BL/ - Addressing climate change requires more than ambition — it requires measurable action. Cascale today released the Manufacturer Climate Action Program (MCAP) Annual Impact Report 2025, highlighting significant progress by manufacturers, suppliers, and brands working together to accelerate decarbonization across the global value chain.

“I’m extremely proud that MCAP has achieved a significant milestone in its evolution into a scaled industry decarbonization program participated by 85 manufacturer groups across 19 countries. This structural and pragmatic approach, which enables manufacturers not only in setting science aligned targets as the start, catalyzes a shift from commitment to implementation across the manufacturing community; to achieve it, all manufacturers have a multi-year actionable decarbonization plan which contains available levers to deliver ongoing emissions reductions. During the past 12 months, MCAP strategic council members have played a critical role in shaping the program; we deeply appreciate the time, expertise, and commitment contributed by them whose collaborative leadership has played a critical role in advancing the program delivery and impact. The progress we are seeing today reflects the power of structured collaboration, shared accountability, and practical tools that enable manufacturers to act at scale.” - Joyce Tsoi, senior director, decarbonization program, Cascale

Key Takeaways

85 manufacturer groups and 8 sponsoring brands engaged across 446 participating facilities in 19 countries
52 science-aligned targets validated, representing more than 1.6 million metric tons of CO2e reduction potential
33 climate risk assessments completed to strengthen long-term resilience planning and 43 decarbonization plans currently in development
In May 2025, the multi-stakeholder MCAP Strategic Council was established and provided strong programmatic governance

MCAP supports manufacturers and suppliers with a practical pathway to measure emissions, set science-aligned targets (SATs) for scope 1 and 2 emissions, assess climate risks, and develop actionable decarbonization plans. In May 2025, the multi-stakeholder MCAP Strategic Council was established and provided strong programmatic governance to ensure all programmatic activities align with its strategic objectives and goals, ensure performance monitoring and accountability, and ensure it continues to deliver value.

To date, 85 manufacturers and eight sponsoring brands have been engaged through MCAP across 446 participating facilities in 19 countries. A full 52 science-aligned targets are now validated, representing more than 1.6 million metric tons of CO2e reduction potential. Finally, 33 climate risk assessments were completed to strengthen long-term resilience planning, and 43 decarbonization plans are currently in development. The report underscores the program’s ability to translate climate commitments into measurable outcomes.

Manufacturer Focus

The program combines technical support, training, third-party validation, and peer engagement to help manufacturers move from planning to implementation. Cascale hosts monthly office hours and ongoing training sessions in both English and Chinese. Through MCAP's peer-learning community, manufacturers have gained access to practical knowledge, shared experiences, and real-world solutions from others facing similar challenges.

“We joined MCAP with strong ESG capabilities but faced challenges coordinating climate action across multiple overseas manufacturing sites. MCAP's structured target-setting process enabled us to establish a science-based reduction strategy while unifying our international facilities under a cohesive decarbonization framework. MCAP has been a critical turning point for Nobland, enabling us to move from intention to execution." - Jay Kim, ESG team leader, Nobland

“The MCAP Climate Risk Assessment will be extremely valuable to our long-term planning as we take preventative action to reduce heat and maintain productivity. This is now part of our ongoing resilience strategy.” - Cherry Liu, QA manager, My Nga Trade

“Martex Group joined MCAP with a strong base of energy data, but we needed a clearer framework to turn this information into measurable climate targets. Joining MCAP has been a significant opportunity for our company, creating the structure we needed to move from data collection to a clear, actionable decarbonization strategy.” - Akila Lakshan, assistant manager sustainability, Martex Group

Brand Engagement

MCAP supports brands in sponsoring manufacturers to address Scope 3 emissions, which often represent the majority of a brand’s carbon footprint. Sponsorship is not philanthropy — it is the most direct route a brand has to the supplier capability its own targets depend on. The value runs in both directions: Manufacturers achieve structure, credibility, and the ability to act, while brands gain supplier transparency, aligned progress against a shared standard, and concrete evidence of Scope 3 action they can share with regulators and investors.

“Gap Inc. has been engaged with MCAP since the program’s inception. We have seen firsthand how MCAP has strengthened collaboration with our suppliers and deepened strategic partnerships that are essential to driving progress.” - Sally Gilligan, Chief Supply Chain Officer, Gap Inc

“MCAP has played an important role in turning climate commitments into practical progress. We—and our suppliers--have learned a great deal through the program and seen valuable outcomes tied to goals and aligned action plans. By providing structure to the decarbonization journey, MCAP has helped participating facilities better understand and plan their path forward.” - Tony Hung, Manager, Supply Chain Sustainability, New Balance ”

“MCAP equips our suppliers with the tools, structure, and clear pathway needed to take meaningful action on decarbonization and continue advancing their sustainability journey. We’ve seen encouraging growth in participating manufacturers from the beginning to the end of the program — a journey that has been both motivating and impactful. We appreciate Cascale’s active engagement and the support provided throughout the process.” - Mia Gunawan, director of environmental sustainability, PUMA

Looking Ahead

As of April 2026, all 52 graduates from Cohorts 1 and 2 have successfully completed the 18-month program with a validated science-aligned target. This 100 percent validation rate stands as direct evidence of the program's impact, demonstrating how MCAP translates intent into measurable action.

Cascale will launch two new MCAP cohorts this year. The organization is also developing post-MCAP programming to extend the manufacturer-brand partnership and support ongoing target tracking and emissions reduction.

Brands, manufacturers, and suppliers interested in learning more about MCAP can register for an upcoming information session through Cascale’s website. For additional information, contact mcap@cascale.org.

Media Contact: Forster Communications, cascaleforster@forster.co.uk

ABOUT CASCALE

Cascale is the global nonprofit alliance driving systemic transformation to combat climate change and support decent work in the consumer goods industry. Formerly the Sustainable Apparel Coalition, Cascale unites a diverse, worldwide ecosystem of over 300 retailer, brand, manufacturer, supplier, service provider, government, academic, and nonprofit members.

Our alliance catalyzes pre-competitive collaboration for maximum impact, anchored by our stewardship of the Higg Index frameworks — implemented through the Worldly technology platform — and recent acquisition of the Better Buying and Sustainable Furnishings Council tools. While these methodologies are central to our work, they are part of a broader strategy to mobilize collective action, challenge industry norms, and build an industry that gives back more than it takes to the planet and its people.

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EPA's Superfund Cleanup Reforms: 3 Changes That Will Accelerate Timelines

Antea Group — Thu, 18 Jun 2026 08:34:00 -0400

What Is the EPA's Superfund Solutions Initiative?

On June 3, 2026, EPA announced the agency’s forward-looking Superfund Solutions Initiative to accelerate cleanups at roughly 1,340 Superfund sites on the National Priorities List (NPL). This plan is organized under three new approaches that focus on eliminating inefficiency and paving the way for stakeholders to achieve cleanup goals—faster, better, and cheaper. 

The 3 Most Significant Reforms

While there are 14 steps under the three approaches, the three steps Antea Group believes to be most impactful in order of significance are:

Standardize approaches so federal, state, and local partners do not reinvent the wheel for every cleanup action under the bucket “Deploy Tools and Authorities Earlier”.   
Accelerate the selection of the best cleanup approach through more rapid development of remedial investigations, feasibility studies, and Records of Decision under “Enhance Project Management”.
Align risk assessment approaches with gold-standard science and ensure they address site-specific risks while anticipating the community’s future use of the site under “Apply Smarter Science for Smarter Outcomes”.

Let’s explore these three key steps in more detail:

1) Standardize approaches so federal, state, and local partners do not reinvent the wheel for every cleanup action, is relevant and impactful.  Standardizing would streamline and eliminate the inconsistency between state, federal, and tribal processes. The current inconsistencies delay environmental protections, especially when a responsible party is responding to more than one agency. Multi-layered agencies on a Superfund site with various processes for each state, each EPA region and various tribal entities lack agreement between them, prolonging investigation, risk assessment, and feasibility studies before an actual cleanup can begin. This problem has been one of the top and the most significant reasons for extended cleanup timeframes. It boils down to process over results, leading to delays but also higher costs. Now that the baby boomers are retiring within the agencies, delays are only expected to increase. A new generation of regulators are replacing the more experienced developers of EPA’s processes, and they tend to lean toward strict adherence to regulation guidelines. If standardization can be accomplished, both negotiating and re-thinking the science that created distinctions between each of these agencies can be alleviated.

2) Accelerate the selection of the best cleanup approach through rapid development of remedial investigations, feasibility studies, and records of decision, but EPA does not identify tools in the announcement. Regardless, we found these five tools that may be useful for EPA to streamline decision making.

NEPAssist: A web-based mapping tool for project managers to screen environmental assessment indicators for a specific area of interest, streamlining early-stage project review.
Lean and IT Toolkit: A resource guiding environmental agencies on using Agile methodologies and Lean principles to eliminate waste, lower product development risks, and modernize workflows.
Systematic Planning & QAPPs: EPA utilizes Data Quality Objectives (DQO) and QA Project Plans (QAPPs) to statistically ensure project data perfectly aligns with its end goals and regulatory constraints.
Green Infrastructure Toolkit: A suite of models (including SWMM, CLASIC, and WMOST) that helps managers plan, design, and evaluate the cost-effectiveness of sustainable, nature-based water projects.
Smart Growth Tools: EPA offers a wide variety of tools and resources to help communities learn about and implement creative and sustainable development approaches and identification of future land use.

3) Align risk assessment approaches with gold-standard science and ensure they address site-specific risks while anticipating the community’s future use of the site. This is a goal shared by regulators, responsible parties, and communities alike. However, challenges can arise when multiple agencies—or a single agency with fixed soil or groundwater standards—apply cleanup requirements regardless of current or reasonably anticipated future land use. In these cases, standardized cleanup goals do not match the cost benefit.

RCRA Sites Should Be Included Too

While these approaches can create fewer hurdles to cleanup for Superfund sites, it would be even more helpful for this approach to apply to Resource Conservation and Recovery Act (RCRA) sites, as there are nearly three times more RCRA cleanup sites compared to the number of active Superfund sites.

Questions about how evolving EPA cleanup initiatives may affect your site? Contact Antea Group's remediation team to discuss strategies for navigating complex site investigations, remediation projects, and regulatory requirements.

Powering Store Readiness: How Supply Chain Automation Helps CVS Pharmacy Move Products With Precision

CVS Health — Thu, 18 Jun 2026 08:30:00 -0400

Originally published on CVS Health Company Newsroom

Key points

CVS Pharmacy is using advanced automation to modernize how products move from distribution centers to stores.
An automated distribution center in New Jersey supports faster, more precise store replenishment across the Northeast and Mid-Atlantic.
Combining robotics with human expertise helps CVS Pharmacy strengthen reliability, safety, and operational efficiency at scale.

Behind every CVS Pharmacy store is a complex supply chain designed to help teams do their jobs more efficiently and support a consistent in-store experience for customers. A distribution center in Hainesport, New Jersey, offers a clear example of how CVS Pharmacy is modernizing those operations through thoughtful use of supply chain automation, advanced logistics, and inventory management.

Inside the facility, much of the movement happens beyond what the eye can see. Behind red-and-gray walls reaching nearly three stories high, hundreds of robots work in coordination, moving thousands of products each day through an automated storage-and-retrieval system. Together with CVS Pharmacy colleagues on-site, these systems support steady, predictable deliveries to stores across the region.

“The automation in use at our Hainesport, NJ facility is helping us get products to our stores more efficiently than ever before,” said Josh White, Chief Supply Chain and Logistics Officer, CVS Health. “The goal is to improve how accurately and efficiently we move products through our network so stores can operate with confidence and customers can get the items they want and need.”

A smarter way to distribute everyday essentials

The Hainesport distribution center focuses on health, beauty, and personal care items that stores typically need in smaller quantities. Products like deodorant, skin care items, and household basics move through the building in reusable tote bins, guided by automation designed to reduce unnecessary handling.

Robots retrieve totes stacked in dense grid formations and deliver them to CVS Pharmacy colleagues at workstations, where items are sorted and routed to specific stores. Automated systems then label, stack, and prepare orders for shipment, ensuring consistency from pick to pallet.

This product distribution approach allows the facility to process approximately 2 million items each week; a significant increase compared to prior operations before automation was introduced in 2023.

Supporting colleagues through technology

While warehouse automation plays a central role, people remain essential to the operation. About 150 colleagues currently work at the Hainesport site, and CVS Pharmacy plans to expand on-site teams over the coming year. Technology is designed to support colleagues by reducing repetitive tasks, improving ergonomics, and allowing teams to focus on higher-value work.

Automated palletizing systems stack totes by weight, while robotic arms handle wrapping and staging, with these processes designed with safety and consistency in mind. When deliveries reach stores, totes are designed for easy unpacking, simplifying the process for store teams.

Built for scale and reliability

The New Jersey facility carries roughly 10,000 unique products, representing a portion of the total assortment available in CVS Pharmacy stores. Certain items, such as pharmaceuticals or bulk shipments, are handled through other specialized parts of the distribution network to ensure regulatory compliance and operational efficiency.

Technology partners including AutoStore, Tompkins Robotics, and Bastian Solutions support the systems in use at the site. Together, these tools help CVS Pharmacy manage inventory flow in a way that prioritizes accuracy, predictability, and resilience across the supply chain.

The bigger picture with advanced automation

As consumer needs continue to evolve, CVS Pharmacy is investing in infrastructure that supports long-term operational excellence. Automated distribution is one part of a broader effort to modernize the CVS Pharmacy supply chain, helping stores stay focused on caring for customers while back-end systems handle complexity behind the scenes.

“For our store teams, what matters most is knowing that shipments arrive as expected, are accurate, and are easy to work with,” said White. “That reliability starts long before a truck reaches the store.”

Through continued investment in automation, people, and partnerships, CVS Pharmacy is strengthening the foundation that supports its retail, health, and wellness services nationwide, one distribution center at a time.

Guiding Stars: Men, Time to Meat Halfway?

Guiding Stars Licensing Company LLC — Wed, 17 Jun 2026 15:15:00 -0400

Originally published on Guiding Stars Health & Nutrition News

by Kitty Broihier

Meat-eating has been connected with masculinity for a long time in Western countries. There are even studies on what drives the meat-masculinity link. Between the continued popularity of the “Carnivore Diet” and the meat-forward new Dietary Guidelines for Americans, you might be wondering if the science on meat-eating has changed recently. Here’s the latest on red meat and health, and practical ways to manage meat in your diet.

What Does Meat Bring to the Table?

Overall, meat has a lot of good nutrition going for it. It contributes essential nutrients including protein, minerals (such as iron, zinc, selenium, and phosphorus), vitamins (A and multiple B vitamins), and bioactive compounds such as creatine. A recent systematic review article found that, in general, meat-eaters are more likely to have high intakes of protein, some B vitamins, and zinc. However, they are also more likely to have inadequate consumption of nutrients prevalent in plants (such as fiber, polyunsaturated fats, vitamin E, folate, and magnesium). Meat is also a major source of saturated fat.

Meat and Health

Decades of research show an association between red meat, processed meat, and higher risk for certain diseases. Saturated fat, and its impact on cholesterol levels, used to be considered the main connection between meat consumption and disease. However, as science has evolved, there appears to be more to it. For example, researchers now recognize the gut microbiome’s response to a diet high in meat as an important factor. Another is the overall nutritional impact of eating a meat-heavy diet compared to one with plentiful plant foods. Here are some recent findings in the areas where meat appears to have the most detrimental impact on health:

Cardiovascular Disease. A 2023 meta-analysis of nine studies found that eating unprocessed red meat correlates with a significant increase in total stroke incidence. Eating greater amounts of meat was also found to increase cardiovascular disease in people aged 65+ in the U.S. And a large study in the UK followed participants’ consumption of processed meat for up to 30 years. It found that for each 50g increase (slightly less than 2 oz), risk of heart disease increased by 18%. In comparison, for unprocessed red meat, that 50g increase boosted heart disease risk by 9%. There was no clear link between eating poultry and cardiovascular disease risk.

Type 2 Diabetes. There was a large study in 2024 that included subjects from 20 different countries. Its findings suggest that greater consumption of unprocessed red meat, processed meat, and poultry increases risk for type 2 diabetes. However, controlled clinical trials have not shown a clear link. Still, the American Diabetes Association recommends eating patterns that emphasize seafood and plant proteins instead of red and processed meat. These include a Mediterranean-style eating pattern, a vegetarian diet, or plant-forward, lower-fat meal plans.

Colorectal Cancer. A 2022 study compared cancer risks of regular meat-eaters to low meat-eaters for 11 years. (Regular = people who eat meat, processed meat, and poultry more than five times per week. Low = those who eat meat products five or fewer times per week.) Compared to the regular meat-eaters, being a low meat-eater correlated with a lower risk of all cancers—including colorectal cancer. Colorectal cancer is the second leading cause of cancer death in the U.S. According to the International Agency for Research on Cancer, both unprocessed red meat and processed meats likely cause cancer. And the risk increases with the amount of meat consumed.

Differences Between Red Meat and Processed Meat

Red meat refers to mammalian muscle meat, such as beef, lamb, pork, veal, venison, and goat. Processed meat has been salted, smoked, fermented, cured, or otherwise treated to flavor and preserve it. Examples of processed meats include hot dogs, deli meats of all kinds, sausages, canned meats, and ham.

Some of the health impacts of eating meat focus more on processed meat than red meat. This could be due to their higher salt content or the synthetic ingredients in processed meats, such as nitrates and nitrites. The Guiding Stars meat algorithm takes the presence of added sodium, added sugar, and additives like these into consideration. And it debits those products that include one or more of them.

Meeting Protein Needs With Less Meat

Men may be eating more protein than they really need. Most American adults meet the Recommended Dietary Allowance for protein, and males age 19 – 60 generally exceed that amount. What’s more, protein needs can be easily met with a combination of animal foods and plant foods. And this holds true even for those who might need more protein than the average person, such as athletes.

To get meat’s nutritional benefits without adding risk for chronic disease, mix up your protein sources and decrease meat overall. You don’t need to eliminate meat completely (unless you want to do so). Here are our top tips for being more choosy about the amount and types of meat on your plate:

When shopping for meat, prioritize whole-muscle meat and poultry instead of processed meat items.
Look for Guiding Stars-earning meat items to help you select the most nutritious options.
Reduce your red meat consumption gradually. Swap out one or two servings of meat per week with fish, seafood, and poultry instead.
Avoid buying fresh or frozen meat items that have added breading or include added solutions for weight-retention or flavoring.
Aim to have a couple of meatless dinners per week. There are plenty of plant proteins that are delicious, nutritious, and usually less pricey than meat. And Guiding Stars has lots of Star-earning, satisfying vegetarian recipes.

About Guiding Stars

Guiding Stars is an objective, evidence-based, nutrition guidance program that evaluates foods and beverages to make nutritious choices simple. Products that meet transparent nutrition criteria earn a 1, 2, or 3 star rating for good, better, and best nutrition. Guiding Stars can be found in more than 2,000 grocery stores, in Circana' Attribute Marketplace, and through the Guiding Stars Food Finder app.

Image by Freepik

Small Business Quarterly Update - Q2 2026

GoDaddy — Wed, 17 Jun 2026 12:45:00 -0400

Newsletter originally published on GoDaddy LinkedIn

Welcome to the GoDaddy Small Business Research Lab quarterly update on small and microbusiness activity across the United States, United Kingdom, Canada and Australia!

Data Hub Refresh - Which industries and regions saw activity?

The Microbusiness Data Hub has been refreshed through March 2026, including small business entrepreneur survey responses and capturing the latest concentrations in entrepreneurship, geographically and by industry through our commerce data. Excerpts below:

LinkedIn Live – Future of Work on June 2nd and April Recap

We’ve kicked off data-forward conversations with inspiring and insightful leaders when it comes to entrepreneurship.

One recent discussion explored the idea that the next generation of leaders will manage hybrid teams of humans and AI agents, and how that shift is already reshaping careers, entrepreneurship, and the economy itself.

If you missed the live conversation, you can now watch the replay featuring Alexandra Rosen, head of the GoDaddy Small Business Research Lab, and Tarja Stephens, human-AI workforce strategist and founder of Leaders of the Future, as they discuss the future of work, AI, and the rise of portfolio entrepreneurship.

Watch the replay: https://www.linkedin.com/events/7465149138683211776?viewAsMember=true

Last quarter, we covered how mall businesses are an essential, and often early, lens on what's happening in the economy. Alexandra Rosen was joined by Victor W. Hwang, founder & CEO of Right to Start, for a live conversation on new small business data, opportunity unlocked by entrepreneurship, and what this signals for what’s next.

You can watch the replay here: https://www.linkedin.com/events/7445933974629265409?viewAsMember=true

For ongoing updates on GoDaddy Small Business Research Lab data, events, and broader trends around small businesses and entrepreneurship, subscribe to the newsletter.

Home Field Advantage: Seizing Philadelphia’s Greatest Moments

Comcast — Wed, 17 Jun 2026 12:30:00 -0400

FIFA World Cup 2026™ and America250

Philadelphia holds a unique place in the American story. It is the city where the nation’s founding ideals were debated, defined, and declared—a place where history continues to inspire the future. And for those of us at Comcast, it’s more than a historic place. It’s home.

This year, Philadelphia is at the center of several extraordinary global moments including the 250th anniversary of American independence and FIFA World Cup 2026™. Together, they represent a once-in-a-generation opportunity to show the world, once again, what makes this city special. Through targeted investments and partnerships, Comcast has helped to support making both moments worthy of Philadelphia’s place in history.

Bringing the World Cup to Philadelphia

Philadelphia will host six FIFA World Cup 2026™ matches this summer, and for soccer fans across the globe, the city will become a destination unlike any other. From the moment we began working to bring the World Cup here in 2019—when Comcast co-chaired the bid process—we knew this would be a defining chapter for our hometown.

Today, Michelle Singer, Comcast’s Senior Vice President of Political Engagement, and Dan Hilferty, Comcast Spectacor Chairman & CEO, together co-chair Philadelphia Soccer 2026, the host committee responsible for planning and executing the city’s World Cup experience. For years, they have worked alongside public, private, and civic partners to prepare for the scale of the tournament, supporting the planning, fundraising, and coordination necessary to welcome fans from around the world. Through their leadership, Philadelphia is expecting up to $770 million in economic impact, benefiting the region long after the final match is called.

On the broadcast side, Telemundo, which is part of the Comcast family of companies, is the exclusive Spanish-language home for the tournament and will air all 104 matches live, including a historic July 4th game right here in Philadelphia. Overall, Telemundo will deliver 700 hours of World Cup programming from June 11 through July 19, with 92 matches airing free over-the-air, the most FIFA World Cup matches ever broadcast on a U.S. network in any language. Every match will also stream on Peacock and the Telemundo app.

Earlier this year, Comcast NBCUniversal and Telemundo62, in partnership with the U.S. Soccer Federation’s Soccer Forward Foundation, launched the Vamos World Cup Initiative. The initiative provided a total of $600,000 in funding to nonprofits across the U.S. that use soccer to create opportunity, build leadership and move communities forward. Here in Philadelphia, local nonprofits JT Dorsey Foundation and Safe-Hub were among the 17 organizations nationwide that received grants and was awarded during Telemundo’s Tu Momento. Tu Jugada—a multi-city mobile experience tour that brought youth clinics, fan experiences, and the excitement of the world’s biggest sporting event directly to Northeast Philadelphia.

Lemon Hill, one of Philadelphia’s most beautiful public spaces, will serve as the site of the official FIFA Fan Festival, welcoming tens of thousands of fans who may not have match tickets but still want to enjoy a worldclass gameday experience. Comcast expanded its network to the Lemon Hill, providing new connectivity to the area to support city operations with Comcast Business services, including multi-gigabit, symmetrical Internet from America’s smartest and most reliable converged network. WiFi hotspots will support attendees celebrating all the World Soccer events that will be held there. Xfinity WiFi hotspots have also been permanently installed in the park and will be available for customers, delivering an added benefit for Xfinity Mobile devices that will enjoy speeds up to 1 Gig with WiFi PowerBoost when they auto-connect to those hotspots.

Comcast has also invested in the restoration of Lemon Hill through our partnership with Philadelphia Soccer 2026 and Fairmount Park Conservancy, helping ensure the space is safe, welcoming, and ready with the support of our employee-volunteers. Our teammates have gone even further, signing on as official FIFA volunteers, dedicating eight days of personal time to help make the match-day and Fan Fest experiences exceptional for every guest.

Beyond Fan Fest, we are supporting Fairmount Park Conservancy’s revitalization of FDR Park in South Philadelphia—a 348-acre transformation that will create opportunity in surrounding neighborhoods long after the final match.

And at Building 21, in partnership with the U.S. Soccer Foundation, we opened a new mini-pitch so Philadelphia kids have more safe places to play.

America 250 & Where It All Began

Two hundred and fifty years ago, Philadelphia set a new nation in motion. As a founding partner of Philadelphia250—the Philadelphia Visitor Center’s initiative to commemorate this milestone—Comcast is helping this Semiquincentennial honor this legacy by delivering lasting benefits to communities, through partnerships including:

Welcome America, the beloved 16-day citywide festival that this year coincides with the World Cup—and is sponsored by Comcast, NBC10, Telemundo 62, and NBC Sports Philadelphia—will fill neighborhoods with free events open to every resident and visitor, offering a living expression of what this anniversary truly means.
Philadelphia250’s Block Party Bonanza brings Semiquincentennial celebrations to neighborhoods across the city by supporting 250 free community block parties with themed kits, activities, and grocery gift cards.
The Museum of the American Revolution’s The Declaration’s Journey, which explores the history and global impact of the Declaration of Independence through rare documents, artwork, and artifacts and shows how it influenced independence movements in more than 100 nations.
The Philadelphia Museum of Art and the Pennsylvania Academy of the Fine Arts presenting A Nation of Artists—an exhibition that brings together three collections to celebrate 250 years of American creativity across two Philadelphia institutions.
ArtPhilly’s What Now Festival, a five-week multidisciplinary showcase running May 27 to July 2, that spotlights Philadelphia’s artists as interpreters of this complex and exhilarating American moment.
The Philadelphia High School for Creative and Performing Arts (CAPA) production of 1776: The Musical, performed by students across the School District of Philadelphia.
The Rosenbach Museum & Library is preserving irreplaceable artifacts that tell Philadelphia’s story for generations to come.
The Belmont Mansion serves as a historic landmark and Underground Railroad museum.
The Philadelphia Funders Collaborative for the Semiquincentennial is providing funding to dozens of local organizations dedicated to honoring Philadelphia’s role in our nation’s founding and how to continue its legacy.

Over the past decade, Comcast has provided millions in cash and in-kind support to organizations celebrating America’s 250th anniversary—and we look forward to continuing to support what comes for the next 250 years.

Bringing Us Together

This summer will be remarkable not because of any single event or investment, but because of what all of it represents together: a city and nation founded on the ideals that all people are created equal, opening its arms to the world through sport, art, history, and music. Our community of neighbors, volunteers, artists, students, and fans are a special part of celebrating our legacy and making this a defining moment that our city will always be proud of.

Comcast NBCUniversal is honored to be part of every chapter of that story—through broadcast, streaming connectivity, and community investments. Philadelphia has always been a place where people come together around big ideas. This year, the world is joining us. We couldn’t be more ready or more grateful to call Philly home.

Dalila Wilson-Scott, EVP and Chief Impact & Inclusion Officer, Comcast Corporation and President, Comcast NBCUniversal Foundation

Check for Cancer Champion Brian Ryll Is a Fighter for Those Who Fight Fires

Aflac Incorporated — Wed, 17 Jun 2026 12:15:00 -0400

Originally published on Aflac Newsroom

By any measure, firefighters accept extraordinary risk in the line of duty. Flames, smoke, collapsing structures — these are the dangers most visible to the public. But for Brian Ryll, president of the Professional Fire Fighters of New Hampshire, the most insidious threat is the one that often goes unseen: cancer.

Confronting an invisible enemy

Under Brian’s steady and determined leadership, New Hampshire has taken a decisive step to confront that threat head on. With the passage of Senate Bill 352, nearly 4,000 professional firefighters across the state now have access to comprehensive early cancer detection screenings, an initiative that advocates say could save countless lives.

Backed by $5 million in state funding, the program provides cutting-edge screening tools, including early detection blood tests, diagnostic ultrasounds and low-dose lung CT scans. Together, these measures can significantly improve the odds of identifying cancer in its earliest, most treatable stages. Together, these tools can mark a shift from reactive to proactive care, catching the disease before it progresses.

For Brian, the legislation is more than a policy victory — it is a deeply personal mission that also led to him receiving recognition as an Aflac Check for Cancer Champion.

“I’m honored to be named a Check for Cancer Champion,” Brian said. “I accept this recognition on behalf of my Executive Board, whose tireless advocacy has helped provide early cancer detection screenings to firefighters across New Hampshire. But to the legislature and the governor for working in a bipartisan fashion to make it happen. This honor reflects a commitment to protecting those who risk everything to keep their communities safe. Early detection and treatment save lives, and we are grateful for the support of Aflac and their recognition of these efforts.”

Why firefighters face higher cancer risks — and what’s being done

The statistics underscore his urgency. Firefighters are known to have higher rates of cancer compared with the general population, a reality linked to prolonged exposure to carcinogens released during fires.¹ Despite advances in protective gear, toxic exposure remains an unavoidable occupational risk.

That reality has shaped Brian’s advocacy. As president of the statewide union, he has worked tirelessly with policymakers, medical experts and fellow firefighters to help elevate awareness of occupational cancer risks. Senate Bill 352 represents the culmination of those efforts — a refreshing convergence of political will, public health expertise and union advocacy.

The program has already begun to resonate beyond the firefighting community. Public health advocates view New Hampshire’s initiative as a potential model for other states grappling with firefighter cancer risks. By making early detection accessible and comprehensive, the state is addressing a problem that has long simmered beneath the surface of emergency services.

How this effort is changing the future of firefighter health

Looking ahead, Brian hopes the initiative will not only save lives but also shift the national conversation around firefighter health.

“This is about changing the culture,” Brian has emphasized in various forums. “We need to prioritize prevention and early detection just as much as we prioritize response.”

In firehouses across New Hampshire, that cultural shift is already underway. Firefighters who once accepted cancer risk as an unavoidable consequence of the job now have access to tools that could catch the disease early.

For the families who depend on them, that change means something immeasurable: more time, more milestones, more moments that might otherwise have been lost. And for Brian Ryll, it is the clearest measure of success. It is what measures him as a champion.

The Check for Cancer Champions program is part of Aflac’s Check for Cancer initiative, a bold, national movement to increase cancer screenings by 10% over 10 years. Learn more about the Check for Cancer movement by visiting Aflac.com/CheckForCancer.

^{1 National Fire Protection Association.}^{Firefighters and cancer.}^{Updated July 25, 2025.}^{https://www.nfpa.org/education-and-research/emergency-response/firefighters-and-cancer}^{. Accessed on June 10, 2026.}

^{Aflac WWHQ | 1932 Wynnton Road | Columbus, GA 31999}

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Higg FEM Data Helps Build SBTi-Approved Net-Zero Roadmap

Cascale — Wed, 17 Jun 2026 11:55:00 -0400

Top Takeaways

Higg Facility Environmental Module (Higg FEM) data helped strengthen Komar’s climate strategy, providing critical facility-level environmental data that contributed to the development and SBTi validation of the company’s new near-term, long-term, and net-zero emissions reduction targets.
Komar achieved 100 percent Higg FEM participation across more than 275 Tier 1 and Tier 2 suppliers, with over 80 percent completing verification, creating a robust foundation of primary supply chain environmental data.
By combining Higg FEM data with other insights, Komar improved the measurement of Scope 3 Category 1 emissions, which represent more than 70 percent of its total carbon footprint, moving beyond estimated data to more representative primary data.
Supplier engagement was treated as a capability-building exercise, rather than a compliance requirement, with customized training and support helping suppliers identify hotspots, establish baselines, and drive continuous environmental improvement.
Improved data quality translated into more ambitious climate commitments, including SBTi-approved targets to reduce Scope 1 and 2 emissions by 65 percent and Scope 3 emissions by 25 percent by 2030 from a 2024 baseline, while committing to achieve net-zero emissions across the value chain by 2050.

As Komar’s Chief Sustainability Officer, Dr. Thiwanka De Fonseka, explained in a recent “Source of Good” podcast episode, as the company expanded its sustainability strategy, leadership recognized that stronger climate commitments would require stronger data. Improving the quality, accuracy, and coverage of emissions data across the value chain became a strategic priority – particularly for Scope 3 emissions, which represent the vast majority of the apparel sector’s climate impact.

To build that foundation, Komar turned to industry-aligned tools, including the Higg Facility Environmental Module (Higg FEM), which is stewarded and governed by Cascale and implemented globally through the Worldly sustainability and supply chain intelligence platform.

The result: a stronger emissions data foundation, greater visibility into supply chain impacts, and newly validated SBTi near-term, long-term, and net-zero targets from a 2024 baseline year.

Building a More Accurate Picture of Scope 3 Emissions

For many apparel brands, Scope 3 emissions remain one of the most difficult areas to measure accurately. Estimates often rely on secondary data and generalized emissions factors that provide only a partial picture of value-chain impacts. Komar sought a different approach.

Under the company’s “Planet” strategic pillar, which is one of the two main pillars of its holistic sustainability strategy, “Sus-Tex 2030”, the Higg FEM became a key tool for collecting facility-level environmental data across its supply chain. This includes information related to energy consumption, greenhouse gas emissions, water use, wastewater management, waste generation, and chemical management.

Beginning in 2024, Komar expanded supplier participation in the Higg FEM and integrated the resulting facility-level insights into its broader climate strategy. At the same time, the company adopted Worldly’s Product Impact Calculator to improve the measurement of Scope 3 Category 1 emissions, which account for more than 70 percent of Komar’s total greenhouse gas footprint.

Together, the Higg FEM and Worldly’s Product Impact Calculator (PIC) enabled Komar to move beyond estimated emissions calculations and incorporate increasingly robust primary data from suppliers, materials, and manufacturing operations.

“One of our first tasks was to create a proper strategy and then identify credible tools to collect the data needed to monitor progress,” De Fonseka said. “If you have a strategy without credible data, there’s nothing you can do.”

Scaling Higg FEM Across the Supply Chain

To support its climate and environmental goals, Komar launched a comprehensive supplier engagement program centered on the Higg FEM. The company began by mandating participation in the Higg FEM for its strategic suppliers in 2023, then expanded the requirement across its T1 and T2 suppliers in 2024 as a “mandatory” requirement.

As reported in the Komar 2025 Sustainability Progress Report, published in 2025 (based on 2024 calendar year data):

More than 275 Tier 1 and Tier 2 suppliers have completed Higg FEM self-assessments.
More than 80 percent have completed verification.
Komar has achieved 100 percent Higg FEM participation across Tier 1 and Tier 2 suppliers.

Importantly, Komar did not approach completion of the Higg FEM as a compliance exercise. Recognizing that many facilities lack dedicated sustainability teams, the company developed customized training programs, practical toolkits, and supplier support resources designed to help facilities use their own data to identify hotspots, establish baselines, develop action plans, and drive continuous improvement. “We consider the Higg FEM to be an improvement tool rather than a data collection tool or audit tool,” said De Fonseka.

As supplier engagement increased, environmental performance improved. Average Higg FEM scores rose from the 40-point range to the 60-point range, reflecting stronger environmental management systems and greater understanding of sustainability performance across the supply chain.

From Higg FEM Data to SBTi Validation

As Komar’s data quality improved, the company undertook a comprehensive review of its climate targets. Informed by Higg FEM and Worldly PIC data, Komar established a new set of science-based targets, with 2024 as the baseline year.

The updated targets reflect improvements in data quality, emissions accounting methodologies, and value-chain coverage, creating a stronger and more accurate foundation for long-term climate action.

Komar’s newly approved SBTi commitments include:

Net-Zero Target: Achieve net-zero greenhouse gas emissions across the value chain by 2050.
Near-Term Target (2030): Reduce absolute Scope 1 and 2 greenhouse gas emissions by 65 percent; reduce absolute Scope 3 greenhouse gas emissions by 25 percent.
Long-Term Target (2050): Reduce absolute Scope 1 and 2 greenhouse gas emissions by 90 percent; reduce absolute Scope 3 greenhouse gas emissions by 90 percent.

For Komar, the approval of these targets represents more than a climate milestone. It demonstrates how credible, primary supply chain data can strengthen corporate climate strategies and support more ambitious decarbonization pathways.

Looking Ahead

Komar views target validation as a starting point, not the finish line. “Setting emissions reduction targets is often one of the easiest steps in an organization’s decarbonization journey,” says De Fonseka. “The greater challenge lies in implementing the meaningful actions, investments, and transformational initiatives required to achieve those targets.”

The company is currently finalizing its Climate Transition Plan and 2025 Sustainability Annual Report, which will outline the actions being taken to achieve its approved science-based targets.

As a privately held company, Komar is not required to publicly disclose this information. However, consistent with its commitment to transparency and continuous improvement, the company has chosen to share its progress publicly. Komar is demonstrating how better data can enable more credible climate commitments and help turn net-zero ambition into measurable action.

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Consumer Goods to Convene on Supply Chain Transformation

Cascale — Wed, 17 Jun 2026 11:45:00 -0400

AMSTERDAM and HONG KONG and OAKLAND, Calif., June 17, 2026 /3BL/ - Cascale today announced the program for its 2026 Annual Meeting, taking place September 15–17 in Athens, Greece. Bringing together more than 700 leaders from across the consumer goods value chain, the hybrid event will explore how the industry can more effectively distribute the costs, responsibilities, incentives, and benefits tied to supply chain transformation.

Celebrating the 15th edition of Cascale’s flagship convening, the Annual Meeting will feature more than 80 speakers, four stages of programming plus virtual access, and dedicated opportunities for executive-level engagement. Ying McGuire, who assumed the role of Cascale CEO on June 1, will take the stage to share her perspective on the next chapter for Cascale and the role of collective industry action to advance measurable environmental and social progress.

“As the industry navigates rising expectations alongside growing operational and economic pressures, collaboration must become more actionable, measurable, and business-driven,” said Ying McGuire, CEO, Cascale. “I see this Annual Meeting as an opportunity to convene leaders around a shared vision for progress — one where sustainability is embedded into core business strategy, supported by trusted data and aligned incentives, and capable of delivering value across the entire supply chain. My vision for Cascale is to help the industry build the partnerships and accountability needed to accelerate that transition at scale.”

Key Takeaways

Cascale has released the program for its 2026 Annual Meeting in Athens
The September 15–17 hybrid event will convene 700+ leaders from across the global consumer goods ecosystem
Incoming CEO Ying McGuire will set the course for collaboration, accountability, and long-term industry transformation
Four stages and virtual access – main and impact stages will be livestreamed – will support global participation
Sponsorship opportunities are still available

A Program Centered on Practical Transformation

Hosted at the InterContinental Athenaeum Athens, the 2026 Annual Meeting will focus on how companies across the value chain can align around practical approaches to financing and implementing sustainability initiatives while strengthening business resilience and competitiveness.

The agenda will bring together perspectives from brands, retailers, manufacturers, policymakers, NGOs, and solution providers to examine how the industry can move from fragmented efforts toward coordinated, scalable action.

“Progress depends on building greater consistency, transparency, and trust across the value chain. Ensuring representation from organizations working across compliance, verification, manufacturing, retail, and sustainability strategy helps create conversations that are grounded in operational realities while still pushing the industry toward more ambitious outcomes.” — Rick Horwitch, Bureau Veritas chief of supply chain & sustainability strategy & global retail lead and and 2026 Cascale Annual Meeting Program Advisory Group member

“Supply chain transformation requires deeper collaboration across every stage of production and sourcing.Cascale’s Annual meeting creates a space where manufacturers from all tiers, brands, sourcing organizations and solution providers to exchange practical experience, learn from one another, and develop scalable solutions to the shared challenges facing today’s and tomorrow’s consumer goods industry.” — Jonathan Salmon, Li & Fung (Trading) Limited head of sustainability and 2026 Cascale Annual Meeting Program Advisory Group member

“Brands and retailers have an important role to play in helping align market expectations, purchasing practices, and sustainability priorities. But meaningful transformation only happens when the full ecosystem is part of the discussion. A program shaped by diverse industry perspectives creates stronger opportunities for collaboration, accountability, and scalable impact.” — Liz Lipton-McCombie, Nordstrom head of ESG and sustainability and 2026 Cascale Annual Meeting Advisory Board member

“To move the industry forward, sustainability conversations must connect directly to business decision-making, operational execution, and long-term resilience. Having representation across the value chain and beyond — from manufacturers and recyclers to brands, retailers, and NGOs — ensures the program reflects both the complexity of the challenges and the practical pathways toward progress.” — Mark Newbold, Primark environmental sustainability programme lead and 2026 Cascale Annual Meeting Program Advisory Group member

“Manufacturers and material innovators are critical to translating industry ambition into real-world implementation. Ensuring these perspectives are represented alongside brands, retailers, NGOs, and service providers creates a more balanced dialogue around what is achievable, where investment is needed, and how the industry can accelerate scalable solutions together.” — Ana Rodes, head of sustainability at Recover™ and 2026 Cascale Annual Meeting Program Advisory Group member

“The challenges facing global supply chains cannot be solved by single actors, nor single perspectives. Bringing together voices from across the sector—NGOs, industry organizations, manufacturers, brands, retailers, and solution providers—means we are able to respond to these shared challenges collectively, and in a way that works for everyone. A strong program is one that enables those in the room to understand their role in driving meaningful progress, but also how they can support others to do so.” Monica Buchan-Ng, Textile Exchange industry activation lead and 2026 Cascale Annual Meeting Program Advisory Group member

Worldly, the sustainability and supply chain intelligence platform for consumer goods, is the event's lead sponsor and will host a stage, sharing deep expertise on protecting against supply chain risk, compliance reporting, and the Higg Index, stewarded and governed by Cascale and powered globally by Worldly, which assesses and improves the social and environmental impact of producing and selling products.

Learn more and register for Cascale Annual Meeting 2026!

Organizations interested in elevating their presence and engaging directly with industry leaders are invited to explore sponsorship opportunities. To learn more about sponsorship packages or to express interest, please contact Cascale’s events team through this page.

Media Contact: Forster Communications, cascaleforster@forster.co.uk

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KeyBank Grant Supports At-Risk Youth Programs in Canyon County

KeyBank — Wed, 17 Jun 2026 11:30:00 -0400

KeyBank is investing in strong and resilient futures for at-risk youth in Canyon County with a $20,000 grant to the Breaking Chains Academy of Development (BCAD), supporting a program designed to help young people reconnect with education and prepare for the workforce.

The funding will bolster BCAD’s Canyon County Youth Empowerment (CCYE) Project, which serves about 100 youth ages 16 to 18 each year. The program targets teens facing barriers such as housing instability, school disengagement, trauma, and involvement with the justice system, offering an alternative pathway toward stability and self-sufficiency.

Participants in the program receive individualized instruction to earn a GED or high school equivalency, along with job readiness training, mentoring, and access to essential services like meals, transportation, and mental health referrals.

KeyBank officials said the grant reflects the company’s broader commitment to strengthening communities through education and workforce development.

“KeyBank is committed to investing in organizations that strengthen our community and create lasting opportunity,” said Scott Schlange, Idaho market president for KeyBank. “BCAD is doing critical work to support young people at a pivotal time in their lives. This grant will help expand access to education, workforce development, and essential services that empower youth to achieve long-term success.”

Breaking Chains leaders say the funding will directly expand the organization’s reach and impact, helping more young people overcome obstacles that have historically limited their opportunities.

“This support from KeyBank is an investment in the potential of the young people we serve,” said Luis Granados, executive director for BCAD. “It allows us to continue providing the education, mentorship, and critical resources our students need to overcome obstacles and build independent, successful futures.”

Each year, the CCYE Project is expected to help around 60 students earn their GED or equivalent, with most participants moving on to employment, job training, or postsecondary education. Program leaders say the approach not only improves outcomes for individuals but also contributes to safer, more resilient communities by reducing recidivism and strengthening the local workforce.

Breaking Chains, founded in 2016, focuses on supporting youth who are often overlooked by traditional education systems. Through its combination of academic instruction and wraparound services, the organization aims to break cycles of poverty, crime, and instability across Canyon County.