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China Dynamics Changes Name to Ev Dynamics

Ev Dynamics (Holdings) Limited

HONG KONG SAR - Media OutReach - 27 July 2021 - China Dynamics (Holdings) Limited (the "Company", Stock Code: 476, together with its subsidiaries, collectively “China Dynamics” or the "Group"), which provides new energy vehicles and technology integrated solutions, has changed the name of the Company from “China Dynamics (Holdings) Limited” to “Ev Dynamics (Holdings) Limited” and the secondary name of the Company in Chinese from “中國動力(控股)有限公司” to “科軒動力(控股)有限公司” to better reflect the current status of the Group’s business development and its direction of future development. Mr. Miguel Valldecabres Polop, CEO of Ev Dynamics, said, “The Group is to globalise its electric vehicles to world markets, including and not limited to Mainland China, Hong Kong, Asia Pacific and South America. Through the dynamic environment of pure electric vehicle development, it is also the Group’s aim to become an environmentally friendly enterprise. We believe that the new name can provide the Company with a more appropriate corporate image and identity which will benefit the Group’s business development.” The stock short name of the Company for trading in the shares on The Stock Exchange of Hong Kong Limited will be changed from “CH DYNAMICS” to “EV DYNAMICS” in English and from “中國動力控股” to “科軒動力控股” in Chinese with effect from 27 July 2021. About Ev Dynamics (Holdings) Limited (Stock Code: 476) Ev Dynamics (Holdings) Limited is a pioneer and a prominent player in China’s new energy commercial vehicles market, as well as a whole-vehicle manufacturer of specialty passenger vehicles and new energy passenger vehicles. It is an integrated driving and logistics solutions provider with a solid technological foundation in diverse areas including new energy platform power system and its key components. The Group has production base in Chongqing and it has developed its sales network in Mainland China, Hong Kong, Asia Pacific and South America. #EvDynamics Contact Details Strategic Financial Relations Limited Vicky Lee +852 2864 4834 Strategic Financial Relations Limited Phoebe Leung +852 2114 4172 Strategic Financial Relations Limited Eddie Li +852 2114 4170

July 27, 2021 07:00 AM Eastern Daylight Time

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Why Being Bold Wins in Corporate Social Responsibility


In this episode of the Social Impact Show, we chat with Jerome Tennille, Manager of Social Impact in Volunteerism with Marriott International, and discuss why  corporate social responsibility  is important in business, how CSR has evolved over the past year and what trends practitioners should be thinking about. We also explore what are the greatest opportunities in the CSR space and why bold companies will be rewarded by employees, customers and the market. View additional multimedia and more ESG storytelling from Benevity on

July 27, 2021 06:31 AM Eastern Daylight Time

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Emax Launches #LevelUp with A Modern PC Campaign


Emax is the largest electronics retailer in the GCC. It has the widest selection of electronics in the UAE, with over 200 brands and 20,000 products all under one roof. The award-winning brand offers a diverse product range that includes photography, IT, mobiles, accessories, drones and robotics, sound and vision, personal audio, gaming, personal care, home appliances, health, and fitness. The brand provides solutions to enhance people's lifestyle and homes with the latest electronics, appliances, and gadgets from trusted brands such as Samsung, Apple, Microsoft, LG, Panasonic, Sony, HP, Bose, Siemens, Lenovo and more. Emax’s latest campaign, “#LevelUpWithAModernPC” encourages consumers to share their #LevelUp Story and win a Modern PC. The campaign further brings forth the promise, "You've got the talent, We’ve got the tech”. So, if technology is the driving force behind your success story, share with us how a Modern PC will help you do what you’re good at better and faster. Innovate and churn out your best creative works. And stand a chance to win a Modern PC ”. Providing impetus to this campaign is Microsoft – a valued partner supporting empowered consumers to achieve more using modern devices. Redington is yet another pillar of strength and technological partner without whom this endeavour would be incomplete. Keeping in mind the changing dynamic of consumer experience when it comes to sophisticated gadgets, Redington offers a plethora of devices for new-gen youth and professionals. The #LevelUpWithAModernPC campaign allows users to post their stories online and get an opportunity to win a Modern PC. The campaign is open to residents in Gulf. Speaking on the campaign, Emax commented, " The rationale of the #LevelUpWithAModernPC is to encourage consumers to explore and consider technology upgrades via modern devices. With the changing paradigm, a cross-section of students, working professionals, businessmen who spend several hours on PC are constantly looking for faster, smarter and tech-savvy products to enhance their deliveries while discovering a new dimension in them." Hence whether you are already on top or are gearing to reach the top, a Modern PC is the perfect, realistic and readily available solution for all! To make this campaign a huge success, the company has roped in renowned influencers from Dubai, viz. Nimmy, Big Rossi, Faith, Ines, Nikita and many more. They will share their interesting #LevelUp stories and encourage their followers to do the same. Furthermore, to inspire the audience to share their #LevelUp stories, Emax will give a Modern PC to all the winners. These stories can be viewed on the Emax campaign website (, and audiences can like and share them and leave their comments. Though the campaign has just taken flight, we expect an overwhelming reach of 12-13M impressions and some exciting entries from our audience. Contact Details Pulp Strategy Ambika Sharma

July 27, 2021 01:00 AM Eastern Daylight Time

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Michael Lohscheller Appointed New CEO of VinFast Global


HANOI, VIETNAM - Media OutReach - 26 July 2021 - Vingroup, the largest conglomerate in Vietnam, announced today that it has appointed Michael Lohscheller as the CEO of its automotive division VinFast Global. Lohscheller will be responsible for scaling up VinFast’s operations and presence around the globe. When he starts his new job in Vietnam, Michael Lohscheller will lead VinFast’s operations in its current markets, namely Vietnam, the US, Canada, France, Germany and the Netherlands, with a clear goal of growing the business focusing on North America and Europe. That will include implementing strategic initiatives to turn VinFast into a global smart electric car company. Michael Lohscheller gained leadership experience in finance, technology, purchasing & logistics before becoming a former Volkswagen Group of America Executive Vice President. From VW, he moved to Opel where he became the CEO for the past four years. During his leadership, Lohscheller led Opel to sustainable profitability after decades of suffering losses. He also oversaw Opel’s transformation into an electrified car brand. “Vingroup warmly welcomes Michael Lohscheller to our leadership team. We strongly believe that his appearance will accelerate VinFast’s up and running global expansion. Michael Lohscheller’s participation in VinFast’s senior management team reaffirms Vingroup’s long-term plan in attracting outstanding talents and acquiring management expertise from elite circles of the global automotive industry,” stated Thuy Le - Vingroup’s Vice Chairwoman. On his decision to join VinFast, Michael Lohscheller said: “During my career, I have always been attracted by new challenges. When the opportunity came to join VinFast, I was immediately attracted because of the growth opportunities. I look forward to working with the leadership team to grow the company and establish it as a global smart electric car company.” With more than 20 years working in the automotive industry, Michael Lohscheller is expected to play a key role in VinFast’s bold steps in global expansion and towards becoming a leading global smart electric car company. About Michael Lohscheller’s careerBorn in 1968, the German CEO graduated from Osnabrück University of Applied Sciences (Germany) and the University of Barcelona (Spain) in 1992. During his working years, Michael Lohscheller completed a Master’s Program in European Marketing Management and obtained his M.A. at Brunel University London in 1996. Having been active in the automotive industry for more than 20 years, Michael Lohscheller held a variety of high-ranking positions: Executive Vice President and Chief Financial Officer at Mitsubishi Motors Europe, Executive Vice President and Chief Financial Officer at Volkswagen Group of America, Chief Executive Officer at Opel Automobile GmbH and Member of the Board at PSA Group, etc. In his tenure as Opel CEO, Michael Lohscheller was honorably presented with prestigious awards for excellent automotive managers: Eurostar 2019 (Automotive News), Manbest 2019 (Autobest) and Manager of the Year 2019 (AutoZeitung). Michael Lohscheller has been broadly endorsed for his prowess in business strategy, restructuring, mergers & acquisitions, corporate finance, financial analysis, pricing strategy. About Vingroup and VinFast As the largest private conglomerate in Vietnam and one of the largest in Asia, Vingroup is currently doing business in three core sectors namely technology, industry and services. In all sectors it has participated in, Vingroup is always a pioneer that leads market trends and creates world-class products and services of Vietnam. Find out more at: VinFast - a member of Vingroup - is Vietnam’s leading manufacturer of premium automobiles and the first Vietnamese automotive brand to launch in global markets. Established in 2017, VinFast’s state-of-the-art, 90% automated manufacturing complex in northern Vietnam is one of the largest in Southeast Asia. Designed to be one of the world’s leading smart electric mobility companies, VinFast currently produces several models of electric scooters and buses in Vietnam, and will launch three new electric SUVs - VF e34, VF e35 and VF e36 respectively of C, D and E classes - in Vietnam, North America and Europe in 2021 and 2022. Contact Details Vingroup +84 24 3974 9999 Company Website

July 26, 2021 08:00 PM Eastern Daylight Time

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Singer-Songwriter Charlie Marie Lyons and Dikembe Mutombo Foundation Ally to Support School Construction in Congo

Dikembe Mutombo Foundation

Los Angeles, July 26, 2021 – The philanthropic work of NBA Global Ambassador Dikembe Mutombo is the inspiration for Los Angeles-based singer-songwriter Charlie Marie Lyons’ new single “Change”, and she will donate all streaming revenue from the single to support the Dikembe Mutombo Foundation’s work to build a new school in his home country, the Democratic Republic of the Congo (DRC). “Not only did I literally look up to Dikembe Mutombo, but I also saw his heart and what he wants to achieve in this world,” said Lyons, whose compositions and performances share unfiltered stories of pain and hope and intimacy. “He inspired me to use my voice as a tool for change.” The new single was released today and is available on Apple Music, Spotify, iHeart Radio and other streaming platforms. “This is not a story about tragedy, in fact, this is a story about overcoming. It’s a story about hope, and Dikembe Mutombo really inspires the people around him to have hope with a presence that encourages selflessness, self-reflection and self-improvement,” added Lyons. Located in a rural area outside the Mbuji-Mayi district, the ancestral home of the former NBA superstar’s parents, the modern pre-K through 6 school broke ground in July 2020 and is scheduled to open this October. In its first phase, the school will welcome 440 girls and boys to its classrooms. Named after Dikembe’s late father, a teacher and school principal, the future Samuel Mutombo Institute of Science & Entrepreneurship will serve a region where 240,000 children have no access to modern education. The DRC spends 1.5 percent of its gross domestic product on education, 166 th in the world. By comparison, the United States spends 5 percent. France spends 5.5 percent. As part of the planned long-term relationship between Lyons and the foundation, the school will include a “Change” classroom devoted to music and art. Lyons will help build the classroom’s curriculum, and the room will include an artists’ wall of signatures to commemorate the student-artists who pass through the program. “This project will build a modern high school in the Congo emphasizing science, technology, engineering, mathematics and the arts,” said Mutombo, who after 18 seasons in the NBA became the league’s first global ambassador. He has devoted his post-basketball career to improving primary health care, disease prevention and education in his native land. “I don’t see myself as a basketball player; I see myself as a humanitarian – someone who wants to see the world get better. I want to create the great leaders of tomorrow, but I cannot do it by myself,” he added. The school is not Mutombo’s first humanitarian project in his homeland. After its launch in 1997, the foundation’s first initiative, along with several international and local partners, was leading a 1999 campaign to stop the spread of polio. In three days 8.2 million children were vaccinated resulting in a near polio free DRC for four years. Next, the foundation spearheaded construction of the Biamba Marie Mutombo hospital in the capital city of Kinshasa. Named after Dikembe’s mother, the 170-bed facility opened in 2007 as the first new hospital of Its kind constructed in the DRC in 45 years and, to date, has treated almost 600,000 people. In addition, the hospital collaborated with the U.S.-based Starkey Hearing Foundation to provide almost 10,000 hearing-impaired people with new hearing aids at no cost. To donate, go to the Dikembe Mutombo Foundation web site at Computer animation of the completed school is available on YouTube. “Change” is available on Apple Music, Spotify, iHeart Radio or wherever you stream music. For more on the artist, visit The Dikembe Mutombo Foundation is dedicated to improving the health, education and quality of life for the people of the Democratic Republic of the Congo. The Foundation strives to accomplish this goal through an emphasis on primary health care and disease prevention, the promotion of health policy, health research and increased access to health care education for the people of the Congo. Contact Details SilversJacobson Paul Jacobson +1 303-548-6684 Company Website

July 26, 2021 06:55 PM Eastern Daylight Time

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Edge of Field Practices Can Help Food and Ag Companies Meet Sustainability Goals

The Nature Conservancy

Food is among the most basic and essential ways that we interact with nature. The security and continuity of our food supply chains depend on healthy soil, clean water and a stable climate—all factors that impact a producer’s ability to grow crops. Businesses are increasingly recognizing these connections and including environmental factors into their business models. One way they do this is by setting  sustainability goals  related to water quality and climate change. In order to ensure long-term food production, economic security for producers and their communities, and a healthy environment for us all, sustainability needs to be business-as-usual in the U.S. food and agriculture industries. Seeing some of the world’s largest food companies take proactive steps to achieve sustainability within their own supply chains signals tremendous momentum in that direction. But more work still lies ahead. To truly achieve a regenerative food system, we need to embrace a broad suite of scientifically proven solutions. Decades of scientific research tells us that improving nutrient management and rebuilding soil health in farm fields can increase productivity for farmers and deliver a range of environmental benefits. But research also tells us that focusing on in-field practices alone is not enough to achieve a regenerative agriculture system. We need to harness the larger landscape by creating conservation opportunities at the field edge. Through the implementation of conservation and stewardship practices at the edges of farm fields, we can realize water quality and climate goals—a crucial but under-utilized conservation opportunity. A Whole-farm Approach A whole-farm—or whole-systems —approach to improving agricultural management is essential for long-term sustainability and profitability, as well as meeting water quality, greenhouse gas, and habitat goals. This approach means that producers need to employ both in-field (e.g., cover crops, nutrient management, crop rotation) and edge of field (EoF) conservation practices. EoF practices are designed to slow, filter, and process water running off farm fields, both above and below the surface. In addition to providing water quality benefits, they also enhance carbon and water storage, pollinator and wildlife habitat, and streambank stabilization. These practices—including vegetated buffers, two-stage ditches, wetlands, bioreactors, and prairie strips—can be paired with in-field conservation practices to support farm productivity and profitability while maximizing the conservation benefits.  In fact, scientists with The Nature Conservancy (TNC) estimate that approximately 550,000 acres of restored and constructed wetlands could help treat nutrient loss from 50 million acres of cropland. In addition to the staggering water quality benefits offered by this suite of practices, TNC scientists also estimate that wide-spread implementation of restored and constructed wetlands could sequester 7.4 million tons of soil organic carbon adjacent to working lands over a 10-year period. Such practices could be a revenue stream for farmers who enroll in ecosystem services markets, as well as a boon to climate change mitigation efforts gaining momentum across the food and agriculture industry. EoF practices can improve water quality, store more carbon, reduce flooding, Stories abound of farmers across the United States successfully implementing EoF practices to better manage water and reduce nutrient and sediment loss from their fields. Farmers have seen the benefits first-hand, and their experiences demonstrate the crucial role well-managed farms can play in solving environmental challenges. Yet, more farmers must implement these practices to achieve significant environmental improvements. Among the barriers to scaled adoption are mitigating up-front costs, resolving technical issues, and addressing misconceptions about the role that these practices can play on productive, profitable farms. How do we overcome these barriers and help farmers adopt EoF practices on a larger scale and at a faster pace? A Roadmap for Success In 2020, The Nature Conservancy (TNC), the Soil and Water Conservation Society (SWCS), and Meridian Institute came together to answer this fundamental question. Our three organizations convened 26 leaders including farmers who are early adopters of EoF practices; representatives from environmental and conservation nonprofits, commodity groups, professional associations, and agriculture and food companies; and current and former public agency staff. Over a 6-month period, these leaders analyzed the state of the science underpinning EoF practices, reviewed current policies and programs, and developed a shared understanding of existing efforts that both encourage and discourage EoF adoption. Building upon this shared base of knowledge, the group developed. Featuring successful and innovative case studies from across the nation and recognizing the accomplishments of individuals and organizations, the EoF Roadmap is a blueprint for collaborative action to implement these practices on a larger scale and at a faster rate. It includes nine recommendations to accelerate the adoption of EoF practices, built upon three cross-cutting themes: Invest in science, technology, and data to increase understanding of the effectiveness of practices and provide farmers and conservation professionals with the information necessary to inform EoF practice implementation. Align policies and programs so they work in tandem and amplify corporate supply chain efforts and emerging ecosystem services markets to create watershed-level improvements. Communicate a vision of a more holistic, regenerative U.S. agriculture system to develop a shared appreciation of the importance of edge of field practices among farmers, landowners, and others throughout the value chain. Using these themes as guides, it’s evident that there are roles for everyone to play in expanding the use of edge of field practices—no matter their distance from farmland. For supply chain initiatives that embrace a multi-pronged approached to systems change, like the Midwest Row Crop Collaborative, emphasis on EoF may be expressed through a variety of channels: as a priority for policy engagement, as an emerging area of technical assistance, and as a story to be told about the future of regenerative agriculture, among other possibilities. The EoF Roadmap is a call to action for partnerships, conservation groups, policy makers, farmers, farm organizations, supply chain companies and other agricultural stakeholders. Working collaboratively, stakeholders can elevate public awareness of EoF practices and the role they play in helping to improve the sustainability of the U.S. food system and help the business and government sectors meet environmental goals. We invite you to explore the Roadmap and learn about the science, policy, and market opportunities identified in our recommendations. Together, we can transform our agricultural landscape for the benefit of our producers, our communities, and the environment we all share.  Learn more at View additional multimedia and more ESG storytelling from The Nature Conservancy on

July 26, 2021 04:02 PM Eastern Daylight Time

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Black & Veatch Celebrates 60 Years of Delivering Infrastructure Solutions in Canada

Black & Veatch

TORONTO, July 26, 2021 /3BL Media/ - As Black & Veatch celebrates its 60 th year of innovative operations in Canada, the company recognizes the more than 1,500 completed projects that span power and energy market segments, essential water management solutions, and telecommunications advancements across the country. With the milestone, the company’s experts – now at the forefront of the decarbonization and sustainability movements – see significant opportunities to accelerate Canada’s deployment of advanced infrastructure assets. In a country that has long invested in resilient, reliable infrastructure to serve its broad, diverse geographical needs, Black & Veatch opened its Toronto operations in 1960 to help build power and water infrastructure capacity. Decades later, the company has broadened its footprint in Edmonton and Vancouver, growing its local workforce to deliver projects encompassing power generation to water services, grid modernization and zero-carbon transportation markets. These professionals are key to the company’s globally integrated workforce. The company’s presence is expected to rise as Black & Veatch sees increasing demand in Canada for solutions that balance performance, resilience, reliability and sustainability. “Black & Veatch’s six decades of work on Canadian infrastructure directly reflects the engineering talent, regional knowledge and commitment of our professionals,” said Ali Assaf, associate vice president for Black & Veatch. “As we look forward to supporting Canada’s infrastructure future, we’re now delivering on tomorrow’s solutions, answering the demand for decarbonization by helping produce advanced solutions in cleaner energy harnessing the wind, sun and hydrogen, all while providing water-related green infrastructure and advanced transportation.” Over the past six decades, the company’s projects have spanned critical energy, water and telecommunication markets, making Black & Veatch a valued partner in achieving several important milestones in Canada’s infrastructure history: Black & Veatch was selected to build Kineticor’s Cascade Power Plant, a 900-MW low-carbon natural gas combined cycle generating facility in Alberta that will help the province transition away from coal-fired power. The company also provided power services on ENMAX’s Shepard Energy Centre, an 800-MW natural gas-fired combined-cycle plant that provides electricity for more than half of Calgary. Black & Veatch is also engaged with several projects supporting multiple carbon reduction and sustainability efforts. Canada’s water future is being enhanced by Black & Veatch who is bringing water and wastewater treatment facilities to fruition. This includes working on one of the largest infrastructure projects in Toronto – the Coxwell Bypass Tunnel, a $3-billion, 25-year, a multi-stage initiative to upgrade stormwater control. The company also worked on the Seymour Capilano Filtration Plant in Vancouver – the country’s largest drinking water filtration plant – and on Toronto’s second-largest wastewater treatment plant, the Humber Treatment Plant. The company also provides telecommunications work, serving both public and private networks across Canada’s expansive, largely rural geography. This includes delivering consulting and engineering services for the BC Hydro WiMAX Metering Network, Hydro One Telecom Consulting, Hydro Ottawa Telecom Roadmap, Milton Hydro Communications Study, Nalcor Energy Protection and Controls Upgrade, and the Toronto Hydro Feeder Automation Network. Black & Veatch is building the charging infrastructure to support the electrification of transportation and was a key contributor building Tesla’s first coast-to-coast network of Supercharger sites across Canada Black & Veatch also works closely with the nation's gas, chemicals and mining industries. “A new, exciting chapter of innovation in infrastructure is emerging as technologies that leverage hydrogen, renewable energy, energy storage, advanced broadband and 5G technology will transform how power, water and telecom services are delivered,” said Alex Bettencourt, Senior Managing Director at Black & Veatch. Editor's Notes: The company has worked with more than 140 Canadian clients throughout its 60-year history, a list that spans utilities, developers, municipalities, government entities and manufacturers. This includes several long-term client relationships with ATCO Power, BC Hydro, Capital Power, KMK Consultants, the City of Toronto, Metro Vancouver, Region of Peel and the Region of York. Black & Veatch’s global power business is responsible for delivering more than 5,000 MW in electricity-generating projects and more than 8,800 MW in cogeneration in projects ranging from British Columbia to Ontario. The Black & Veatch Canada team has extensive engineering capabilities across multiple sectors, including power, oil & gas, telecommunications, renewables, clean transportation, water and wastewater treatment and the environment, helping Canada evolve alongside smart technologies. *** About Black & Veatch Black & Veatch is an employee-owned global engineering, procurement, consulting and construction company with a more than 100-year track record of innovation in sustainable infrastructure. Since 1915, we have helped our clients improve the lives of people around the world by addressing the resilience and reliability of our most important infrastructure assets. Our revenues in 2020 exceeded US$3.0 billion. Follow us on  and on social media. Media Contact Information: MELINA VISSAT | +1 303-256-4065 P | +1 617-595-8009 M | 24-HOUR MEDIA HOTLINE | +1 866-496-9149 View additional multimedia and more ESG storytelling from Black & Veatch on

July 26, 2021 04:01 PM Eastern Daylight Time

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Dow Publishes Comprehensive “INtersections” ESG Report, Providing Enhanced Transparency on ESG Priorities and Progress

3BL Alerts

Dow Inc. (NYSE: DOW) today released “INtersections,” its first consolidated Environmental, Social and Governance (ESG) Report highlighting the Company’s significant progress to fully integrate environmental stewardship and positive social impact throughout its operations, teams, supply chain and communities. Dow’s 2020 ESG Report builds on its annual Sustainability Reports, which Dow has published since 2003, and its annual Inclusion and Diversity Reports, Shine, which Dow has published since 2018. Dow’s INtersections report details how the company is delivering on its ambition and commitments to change the world for the better. Specific areas of focus include actions to reduce its carbon footprint, foster a circular economy for plastics, support its communities, and accelerate an equitable workforce. Additionally, the INtersections report highlights Dow’s best-in-class corporate governance practices that drive accountability and protect the long-term interest of its stakeholders. “The events of 2020 affirmed the important and positive role Team Dow plays in the lives of our many stakeholders,” said Jim Fitterling, chairman and CEO of Dow. “We take that role seriously, and with a purpose to deliver a sustainable future for the world through our materials science expertise and collaboration with our partners, we made impressive gains toward our ESG priorities. The launch of this year’s consolidated ESG report reiterates our commitment to set bold goals, measure our progress, and increase the transparency of our performance.” This comprehensive report applies ESG management and reporting principles to Dow’s sustainability and corporate social responsibility strategy, building on the Company’s long-standing commitment to environment, health and safety, inclusion and diversity, community engagement and corporate governance. Key highlights in the 2020 ESG Report include: Environmental Performance: Inroads for Sustainable Development Valuing Nature: Realized $100 million in business value from nature-related projects that are both good for the environment and for business, for a total of $530 million since inception. This marks the midpoint of Dow’s $1 billion target by 2025. Close the Loop: Tripled sales of products made with renewable raw materials. Today, 81 percent of Dow products for packaging applications are reusable or recyclable. Dow also introduced its first post-consumer recycled (PCR) resin for shrink film. Scaling E-Cracker Technology: Working to develop an electrified cracking technology powered by clean energy in partnership with Shell, a breakthrough for dramatically reducing emissions across the industry. Inclusion & Diversity: Intention, Action and Sustainable Progress Dow ACTs: Dow launched a holistic framework and commitment for improving Advocacy, Community engagement, and the Talent pipeline (ACT) and pledged to invest more than $10 million over the next five years to address systematic racism and social inequality. Investing Internally: Despite the challenges of 2020, Dow achieved its highest-ever overall employee satisfaction level of 74 percent. Engaging Employees for Impact: Today, 98 percent of Dow’s people leaders participate in Employee Resource Groups (ERG), with 2,000 new participants in the past year, reaching best-in-class participation company-wide. Through its ALL IN ERG Fund, Dow distributed $250,000 to impactful community projects around the globe. Supplier Diversity: A strong focus on expanding the reach of Dow’s Supplier Diversity program led to $112 million spent with diverse suppliers, and 52 new diverse vendors. Supporting Vets: Dow launched a new Military Degree Equivalency Program (MDE) that helps level the playing field for veterans seeking careers in the U.S. and Canada. Recognition: Moved up 15 spots on the DiversityInc® Top 50 Companies for Diversity List, and recognized as a leader in inclusion and diversity by Great Place to Work, Human Rights Campaign, Disability: IN, Out & Equal, INvolve, National Organization on Disability, Forbes, PEOPLE Magazine, Economic Dividends for Gender Equality (EDGE), and the Financial Times. Community: Investing in Our People and Places Where We Work and Live Purpose-Driven Investing: Contributed more than $33.6 million to community programs globally to promote inclusion in communities, build the workforce of tomorrow, and support sustainable business development and disaster relief. Inspiring Employees: Galvanized more than 13,800 employees to participate in volunteer efforts around the world. This led to milestones such as more than 1.2 million pounds of waste collected via Dow’s #PullingOurWeight cleanups. Corporate Governance: Instrumental to Accountability Transparency: Continued implementation of Task Force on Climate-related Financial Disclosures guidelines and Sustainability Accounting Standards Board standards. Industry-Leading Diversity: Continued to refresh our Board of Directors with an emphasis on diverse experience and skillsets, appointing four new directors in 2020-2021. Today, Dow’s Board of Directors are 55% women or U.S. ethnic minority. Leadership: Dow’s senior leadership has the highest percentage of U.S. ethnic minority representation and second highest percentage of women leaders compared to industry peers. Accountability: Redesigned the annual Performance Award bonus program to include new ESG metrics. This reflects the accountability and commitment Team Dow has for delivering against the company’s mission for sustainability, inclusion and diversity. The 2020 ESG Report was prepared in accordance with the Global Reporting Initiative (GRI) Standards: Comprehensive option. It also includes reporting against the Sustainability Accounting Standards Board (SASB) Standard and the Taskforce on Climate-related Financial Disclosures (TCFD) guidelines. Dow is also working with Deloitte & Touche LLP (“Deloitte”) to perform a review engagement on management’s assertion related to the ESG disclosures referenced in the Global Reporting Initiative (GRI) Content Index as of, and for the year-ended December 31, 2020. To learn more about Dow’s industry-leading commitment to creating a more sustainable, equitable and prosperous world, please read Dow’s comprehensive 2020 ESG Report  here. About Dow Dow (NYSE: DOW) combines global breadth, asset integration and scale, focused innovation and leading business positions to achieve profitable growth. The Company’s ambition is to become the most innovative, customer centric, inclusive and sustainable materials science company, with a purpose to deliver a sustainable future for the world through our materials science expertise and collaboration with our partners. Dow’s portfolio of plastics, industrial intermediates, coatings and silicones businesses delivers a broad range of differentiated science-based products and solutions for its customers in high-growth market segments, such as packaging, infrastructure, mobility and consumer care. Dow operates 106 manufacturing sites in 31 countries and employs approximately 35,700 people. Dow delivered sales of approximately $39 billion in 2020. References to Dow or the Company mean Dow Inc. and its subsidiaries. For more information, please visit  or follow  @DowNewsroom  on Twitter. Cautionary Statement about Forward-Looking Statements Certain statements in this communication are “forward-looking statements” within the meaning of the federal securities laws, including Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Such statements often address expected future business and financial performance, financial condition, and other matters, and often contain words or phrases such as “anticipate,” “believe,” “estimate,” “expect,” “intend,” “may,” “opportunity,” “outlook,” “plan,” “project,” “seek,” “should,” “strategy,” “target,” “will,” “will be,” “will continue,” “will likely result,” “would” and similar expressions, and variations or negatives of these words or phrases. Forward-looking statements are based on current assumptions and expectations of future events that are subject to risks, uncertainties and other factors that are beyond Dow’s control, which may cause actual results to differ materially from those projected, anticipated or implied in the forward-looking statements and speak only as of the date the statements were made. These factors include, but are not limited to: sales of Dow’s products; Dow’s expenses, future revenues and profitability; the continuing global and regional economic impacts of the coronavirus disease 2019 (“COVID-19”) pandemic and other public health-related risks and events on Dow’s business; capital requirements and need for and availability of financing; size of the markets for Dow’s products and services and ability to compete in such markets; failure to develop and market new products and optimally manage product life cycles; the rate and degree of market acceptance of Dow’s products; significant litigation and environmental matters and related contingencies and unexpected expenses; the success of competing technologies that are or may become available; the ability to protect Dow’s intellectual property in the United States and abroad; developments related to contemplated restructuring activities and proposed divestitures or acquisitions such as workforce reduction, manufacturing facility and/or asset closure and related exit and disposal activities, and the benefits and costs associated with each of the foregoing; fluctuations in energy and raw material prices; management of process safety and product stewardship; changes in relationships with Dow’s significant customers and suppliers; changes in consumer preferences and demand; changes in laws and regulations, political conditions or industry development; global economic and capital markets conditions, such as inflation, market uncertainty, interest and currency exchange rates, and equity and commodity prices; business or supply disruptions; security threats, such as acts of sabotage, terrorism or war; weather events and natural disasters; and disruptions in Dow’s information technology networks and systems. Risks related to Dow’s separation from DowDuPont Inc. include, but are not limited to: (i) Dow’s inability to achieve some or all of the benefits that it expects to receive from the separation from DowDuPont Inc.; (ii) certain tax risks associated with the separation; (iii) the failure of Dow’s pro forma financial information to be a reliable indicator of Dow’s future results; (iv) non-compete restrictions under the separation agreement; (v) receipt of less favorable terms in the commercial agreements Dow entered into with DuPont de Nemours, Inc. (“DuPont”) and Corteva, Inc. (“Corteva”), including restrictions under intellectual property cross-license agreements, than Dow would have received from an unaffiliated third party; and (vi) Dow’s obligation to indemnify DuPont and/or Corteva for certain liabilities. Where, in any forward-looking statement, an expectation or belief as to future results or events is expressed, such expectation or belief is based on the current plans and expectations of management and expressed in good faith and believed to have a reasonable basis, but there can be no assurance that the expectation or belief will result or be achieved or accomplished. A detailed discussion of principal risks and uncertainties which may cause actual results and events to differ materially from such forward-looking statements is included in the section titled “Risk Factors” contained in the Company’s Annual Report on Form 10-K for the year ended December 31, 2020 and its subsequent reports on Form 10-Q and Form 8-K. These are not the only risks and uncertainties that Dow faces. There may be other risks and uncertainties that Dow is unable to identify at this time or that Dow does not currently expect to have a material impact on its business. If any of those risks or uncertainties develops into an actual event, it could have a material adverse effect on Dow’s business. Dow assumes no obligation to update or revise publicly any forward-looking statements whether because of new information, future events, or otherwise, except as required by securities and other applicable laws. View source version on Media Contact: Kyle Bandlow +1 (989) 638.2417 View additional multimedia and more ESG storytelling from 3BL Alerts on

July 26, 2021 02:01 PM Eastern Daylight Time

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International Paper Teams up With Celebrate Planet Earth to Educate Children

International Paper Company

We're working with  Celebrate Planet Earth  to help children in our communities grow to be people who love and protect our planet. Planting and learning about sunflowers is just one way for children to learn about nature and begin to appreciate our planet! Learn more about our partnership here: View additional multimedia and more ESG storytelling from International Paper Company on

July 26, 2021 01:11 PM Eastern Daylight Time

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