Month: January 2022

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Le Sommet Mondial 2022 Rassemble des Conférenciers et des Participants de 157 Pays

Sommet Pour la Paix Dans la Péninsule Coréenne

Washington, DC, Jan. 25, 2022 (GLOBE NEWSWIRE) — POUR DIFFUSION IMMÉDIATE

Sommet mondial pour étudier les moyens

de ramener la paix dans la péninsule coréenne

La Fédération pour la paix universelle (FPU) et le gouvernement royal du Cambodge sont heureux d’annoncer la tenue du prochain Sommet mondial 2022 (Sommet pour la paix dans la péninsule coréenne) à Séoul, en Corée du Sud. Les conférenciers principaux et les participants de 157 pays s’adresseront à la fois à un public en personne et à un public virtuel mondial sur les perspectives de réconciliation pacifique de la péninsule coréenne.

Le Sommet mondial 2022 sera organisé par le  Dr Hak Ja Han Moon, cofondatrice de la  FPU, et co-organisé par Samdech Techo Hun Sen, Premier ministre du Royaume du Cambodge, et SE Ban Ki-moon, ancien secrétaire général du Les Nations unies.

Le Sommet, du 10 au 13 février 2022 est intitulé : « Vers la paix dans la péninsule coréenne ». Des orateurs éminents examineront de nombreux aspects de la réconciliation, à commencer par des propositions de dialogue constructif et la recherche d’un consensus entre les acteurs majeurs autour de la question coréenne.

D’autres sujets seront abordés : projets de coentreprise entre les deux Corées susceptibles d’impliquer aussi la Chine, le Japon, la Russie et les États-Unis ; projets touristiques en Corée du Nord ; convertir la DMZ – qui, intacte depuis 1953, est redevenue un environnement naturel vierge – en monument à la paix mondiale.

« La guerre de Corée a commencé il y a plus de 70 ans et s’est conclue par un armistice, et non par un traité de paix », a déclaré le président de la FPU, le Dr Thomas G. Walsh. Et d’ajouter : « La péninsule coréenne a une culture et langue et une histoire plurimillénaire commune. Ne peut-on pas résoudre ce conflit et chercher la réunification pacifique de la péninsule ? Le Sommet tentera de répondre à ces questions  ».

Avec ce Sommet mondial 2022, la FPU poursuit une série d’activités de consolidation de la paix sous le thème « prospérité mutuelle, interdépendance valeurs universelles partagées ». La FPU, ONG dotée du statut consultatif général auprès du Conseil économique et social de l’ONU, est connue pour sa série de Rassemblement de l’Espoir, ses conférences internationales des dirigeants et, depuis début 2021, son Forum Think Tank 2022.  Ce dernier projet mobilise plus de 2 000 leaders d’opinion mondiaux en vue d’une percée pour la paix dans la péninsule coréenne. (Des détails sur les Think Tank 2022 sont disponibles sur UPF.org.)

Conformément aux directives de sécurité de Covid-19, plus de 1000 personnes devraient se rassembler à Séoul pour le Sommet mondial 2022 lors des séances d’ouverture du vendredi 11 février 2022. Des millions d’autres participeront via un format hybride de haute technologie.

Dans le cadre du Sommet mondial 2022, les associations de consolidation de la paix affiliées à la FPU tiendront plusieurs sessions de haut niveau :

●       Le Conseil international au sommet pour la paix (ICSP) et l’Association internationale des premières dames pour la paix (IAFP)

●       Association internationale des parlementaires pour la paix (IAPP)

●       Association interreligieuse pour la paix et le développement (IAPD)

●       Association internationale pour la paix et le développement économique (IAED)

●       Association internationale des médias pour la paix (IMAP)

●       Association internationale des universitaires pour la paix (IAAP)

●       Association internationale des arts et de la culture pour la paix (IAACP)

Pour les demandes des médias, veuillez contacter :

William P. Selig | Directeur des communications, Universal Peace Federation

Tél. : 240-274-1744 | Courriel : wselig@upf.org  | Web : www.upf.org

Attachment

William P. Selig
Universal Peace Federation
240-274-1744
wselig@upf.org
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“We parents are the ones who should give our kids the opportunity and exposures” Deborah Haile

Perhaps the biggest obstacle to create a wonderful life is self- limiting beliefs. As a result of this beliefs, most of which are not true, you hold yourself back from taking the steps necessary to create the kind of life you really desire. The way you free yourself from these negative thoughts is to change your perception about who you are and what is truly possible for you to do. Mom and son best-selling authors and co- CEO’s who love to share world adventure and show how education through travel should be an integral part of any childhood are our guests for today’s Q&A- Deborah Haile and her son Jonah Seyum. Deborah was born in Sahel and grew up in Min¬nesota. She got her Master’s degree in Washington D.C and is currently living in Miami working as a Director of legal operations. At the same time she is growing her business Tiny Global Footprints, writing children’s books and inspiring world travel. Jonah Seyum was born in Atlanta, US. He is 8 years old and learning in 3rd grade. He is an award winning and young best-selling author. He loves reading books, spending time with family and travel¬ing the world with his mom. Jonah has been to 11 countries and he is counting to visit more. The following is the interview of both Mom and son.

• I thank you for this interview Deborah and Jonah. How did you start writing and publishing books?

Deborah- Our first trip was to Dominican Republic. Jonah was 18 months old then. That trip was more like to get away from my daily busy life. I had full time job and had a lot of demanding things going on in my life. However, I needed to just get away from that life and had a quick family trip to the Dominican Republic. After that we went to Dubai, Eritrea, Cuba, and then Thailand respectively. After we visited those places, it felt like going on trips was something that we would continue to do. It takes you away from your environment and my kid was learning a lot from it. It was nice. So adventures and having fun was not really something we would stop from having. When we got back from Thailand, I printed out some pictures from the trip and I gave it to Jonah to show his classmates. He was in pre-school then. When he went to his class, he told them what he did in Thailand with me. He explained each picture very well. His teacher put everything into a sort of a book and gave me back all the pictures with everything he said written down underneath. I have always felt like people can get something when you are telling your story and have always wanted to write a book. Aside from that a lot people started asking me how my trip with Jonah who was then a baby, basically a toddler. I had to explain every individual I met all our experiences. That was exhausting. So I came up with a solution- to publish everything in one book and let other people know what exactly we did. However, my mentor advised me to publish it in a book series. So we named the book series Jonah global footprints which is Jonah going around the world and leaving his tiny footprints. The books teach about the culture, geography and things about the particular countries we visited. The book was written in the form of question and answer. That is one little kid would ask questions about what they eat, what they do, and where it is and staffs like that and he answering it. So by reading the books he is teaching other kids. We also provide tips on the back of the book like what is good for the kids when traveling to that specific country and places to visit. Jonah started writing journals when we travel to different countries. It is the foundation of his writing. Basically, we became the guide book for parents and children who are interested to visit of the specific countries we have been before.

• When writing, what is your part and your mom’s?

Jonah- even though I help with it, my mom basically develop the story, because she would make it clear to the audience what exactly is Jonah searching for. For instance, in the first book he was searching for elephant in Thailand. The book series inspired me to write my own book on my own. So my part is giving my mom my perspective when we write it down and my mom grabs some ideas from my journal. I also help with reminding her some moments, events and things that she forgot to remember. When I wrote my first book, my mom asked me about my passion. I told her that I like sports. So my mom supported me to write about my favorite sport. At first I asked my mom how I would write it. So she helped me by asking questions that can generate ideas.

• So how did it come out?

The book is called “basketball or soccer”. In the book, I go back and forth to see which one I like the most. In the book I provided reason why I like basketball, then again I also stated why I like the soccer too. That’s how it was written till the last page. It was about comparing both sports. At the end, I concluded that I like them both equally. Keeping the readers on track till the last page was the best part of the book. So it came out so well, I believe.

• How does it feel to work with your son?

Deborah- No words to explain. It feels wonderful. It feels like I’m giving him the opportunity to take responsibility for the potentials that he has already owned. Besides, I like it, because he is like my right hand as he helps a lot with my commitments such as selling books which he excelled in it. In advertising the books, Advertisement, he tries so hard to convince people to buy the books by going around and tell them, “I wrote this book with my mom. It is worth buying” and so on. I remember one event when we had a book fair, which at that time, I was a photographer. He sold all the books in six hours. He did such an amazing job which made me so proud of him. We also do podcasting; and he is heavily involved in that too. His talent came out naturally, and I have never forced him to do anything which made our work easier. I started it and he joined me with excitement. This job is very important for him because through this experience he is learning ownership, entrepreneurship, finance and business as a whole. He is learning business skills and life skills while working with me. It feels amazing to see my son working hard with me.

• Are there any upcoming books to be published?

Yeah. We have already wrote two books. They will be published when we get back to US. One of them is Jonah’s, “what does Daddy do all day?”. This book is about Jonah trying to find out what his Daddy does at work. He uses a lot of tricks to find out what his Dad is working. Finally, he finds out when his father tricked him that he wants to go out to play with him, but instead took him to his workplace. The other book is “filling my pocket with Nakfa in Eritrea”. They both are going to be published at the same time very soon.

• Any final messages?

Jonah- I want to inspire kids of my age to write about what they like, because it is fun.

Deborah- my message is to the parents. Show your kids the world by traveling. Ask them what they want to do, because, we, parents are the ones who should show to our kids both the opportunity and exposure!

Source: Ministry of Information Eritrea

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Promoting Healthcare Services in the Southern Red Sea Region

In the provision of nation-wide and affordable healthcare system, where it has proven to be a formidable task in many parts of the world, Eritrea has indeed been successful.

The provision of an adequate nationwide healthcare service following Eritrea’s independence was a significant challenge for the government of Eritrea, which inherited an inadequate healthcare system. If there were hospitals and clinics they were often located in urban centers. In the rural areas of Eritrea, they were almost non-existent. Over the last 30 years, however, the healthcare system of Eritrea has been transformed. This article focuses on the expanding healthcare service in the Southern Red Sea (SRS) region and its impact.

Relative to its vast size, the SRS region had very limited healthcare service in the past. In the whole region, there was only one hospital located in the port town of Assab and was built in 1958. There were also small health stations in the towns of Edi, Tio and Rahaita. But these healthcare facilities did not have the capacity to provide adequate healthcare services that meet the needs of the people of the region. The service that was provided was mostly limited to primary health care and patients had to travel long distances to get medical assistance. And whatever was available at the time was primarily intended to serve the settlers, not necessarily the local communities.

After Eritrea’s independence, the government made it its primary goal to develop the infrastructure in the SRS region that is suitable to give accessible healthcare service in the region. This was done in phases. In the first phase, the Ministry of Health (MoH) upgraded the existing healthcare facilities to a level that meets the requirements of the MoH. The facilities were improved in terms of infrastructure and personnel. For instance, in the Central Denkalia sub-zone, the health center in Edi was upgraded to a community hospital.

In the second phase, the task was to establish new healthcare facilities in remote places so that the communities can get healthcare service within a radius of 5-10 Km. For instance, the sub-zone of Araeta, which had no healthcare facility, now has three health stations located in the administrative areas of Ayumen, Egloli and Aytos. Similarly, new health stations have been opened in the administrative areas of Afambo and Bel-Ubey. In South Denkalia sub-zone, four health stations have been opened in Debay-Sima, Abbo, Beylul and Wade.

Overall, 16 healthcare service providers have been built in the SRS region, including a regional referral hospital and two community hospitals. To make the newly built facilities accessible communities that led nomadic lifestyles were relocated. People no longer need to travel long distances and as a result have been able to save their hard-earned income that had been spent on travel.

Mr. Mohammed Anwar, director of the MOH’s branch in the sub-zone, said the healthcare facilities had to be upgraded completely to give adequate healthcare service. Today, the hospital in Assab is equipped with modern equipment and serves as a referral hospital for the region.

The task of training healthcare professionals was another significant challenge the government encountered immediately after Eritrea’s independence. To fill the gap that was created in the healthcare facilities, freedom fighters who had been trained during the struggle for independence and Eritrean healthcare workers who came back home following Eritrea’s liberation were assigned to work in healthcare facilities. In the years that followed, the gap was narrowed down further when graduates from the University of Asmara and later on from the College of Health Sciences were assigned to the SRS region. Mr. Mohammed said that currently there is no shortage of healthcare professionals in the region.

Generally, the awareness raising campaigns that are regularly conducted by healthcare professionals as part of the MoH’s community-based prevention and intervention strategy has induced behavioral changes in communities. Prior to Eritrea’s independence, due to the poor communications and transportation infrastructure in the SRS region, 80 percent of all deliveries had to take place at home with the assistance of a traditional midwife, without the assistance of a nurse or physician. The percentage of deliveries at healthcare facilities in the region has increased from zero to 45 percent although it is still the lowest compared to the other regions. This has helped reduce the maternal and child mortality rates in the SRS region, which is a big achievement considering the challenges that had existed in the region.

A significant number of the people in the SRS region lead a nomadic lifestyle in scattered settlements in a region that has a total land area of 25 thousand square KM. This, coupled with the hot climate of the region, makes it difficult for people to travel long distances to get medical aid. To counter the challenge, the MoH deploys foot medics to conduct regular vaccination programs and give prenatal and antenatal care.

This article is a compiled version of a piece by Andom Ghirmai published on Hadas Ertra Newspaper on 20 January 2022.

Source: Ministry of Information Eritrea

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WHR Group, Inc. Offering Free Employee Relocation Policy Reviews

MILWAUKEE, Jan. 25, 2022 (GLOBE NEWSWIRE) — WHR Group, Inc. (WHR), a leader in the global employee relocation industry, is offering companies free relocation policy reviews. WHR will also help companies create new policies from scratch. Even with the Covid pandemic, companies are still relocating employees to fill crucial roles. Reviewing relocation policies and making critical adjustments helps organizations win in the war for talent, meet employees’ needs, benchmark against the competition and control business costs.

Relocation policies should be incorporated into an organization’s total rewards and talent management strategies. The right relocation policy can help a company, while a weak policy – or none at all – could have a negative impact on the candidate recruiting success rate. “With the current war for talent, it’s critical to have a structured and competitive relocation program. This helps companies attract and retain top talent,” says WHR’s Business Development Regional Manager, Ben Koceja. Making sure a relocation policy meets transferees’ needs helps reduce transferee stress so that employees can focus on work roles in their new locations.

Benchmarking a policy against other companies also helps organizations stay competitive in the war for talent. The policy needs to include a choice of offerings since relocation policies are wrapped into job offers. Companies also need to ensure they’re allocating the right amount of dollars to transferees and organizational needs. It is important organizations are not paying for unnecessary or outdated benefits.

According to WHR’s International Business Development Manager, Linden Houghtby, MBA, GMS, MIM+, “Having a relocation policy aligned with your company culture, talent strategy, and recruiting goals is essential to having a successful relocation/mobility program. It allows companies to move employees where they are needed most. Policies ensure transferees will be taken care of in a way that reflects the organization’s values and goals.”

To learn more about WHR’s free employee relocation policy reviews or for help creating a new policy, contact WHR.

About WHR Group, Inc.
WHR is a private, woman-owned, global employee relocation management company distinguished by its white glove service delivery structure and proprietary technology. WHR has offices in Wisconsin, Switzerland, and Singapore. With its 100% client retention rate for the past decade, WHR continues to be the trusted leader in global employee relocation.
https://www.whrg.com,  LinkedIn, Twitter and Facebook.

Media Contact: Mindy Stroiman, Corporate Writer
Mindy.Stroiman@whrg.com
262-523-7510

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WHR Group, Inc. offre des examens gratuits des politiques de mutation des employés

MILWAUKEE, 25 janv. 2022 (GLOBE NEWSWIRE) — WHR Group, Inc. (WHR), un leader mondial du secteur de la mutation des employés, offre aux entreprises des examens gratuits de leurs politiques de mutation. WHR aidera également les entreprises à créer de nouvelles politiques à partir de zéro. Même avec la pandémie de Covid, les entreprises mutent toujours leurs employés pour occuper des postes cruciaux. Revoir les politiques de mutation et apporter des ajustements critiques aide les organisations à gagner dans la guerre des talents, à répondre aux besoins des employés, à se mesurer face à la concurrence et à contrôler les coûts de l’entreprise.

Les politiques de mutation doivent être intégrées dans les stratégies globales de gestion des talents et de récompenses d’une organisation. Une bonne politique de mutation peut aider une entreprise, tandis qu’une politique faible – voire inexistante – pourrait avoir un impact négatif sur le taux de réussite du recrutement des candidats. « Face à l’actuelle guerre des talents, il est essentiel de disposer d’un programme de mutation structuré et compétitif. Cela aide les entreprises à attirer et conserver les meilleurs talents », affirme Ben Koceja, directeur régional du développement commercial de WHR. S’assurer qu’une politique de mutation réponde aux besoins des personnes mutées aide à réduire leur stress, afin que les employés puissent se concentrer sur leurs responsabilités professionnelles sur leurs nouveaux sites.

L’analyse comparative d’une politique par rapport à d’autres entreprises aide également les organisations à rester compétitives dans la guerre des talents. La politique doit inclure un choix d’offres car les politiques de mutation sont intégrées dans les offres d’emploi. Les entreprises doivent également s’assurer qu’elles allouent le bon montant aux personnes mutées et aux besoins organisationnels. Il est important que les organisations ne paient pas pour des prestations inutiles ou obsolètes.

Selon le directeur du développement commercial international de WHR, Linden Houghtby, MBA, GMS, MIM+, « disposer d’une politique de mutation alignée sur la culture de votre entreprise, la stratégie des talents et les objectifs de recrutement est essentiel pour mener à bien un programme de relocalisation/mobilité. Elle permet aux entreprises de muter leurs employés là où ils sont le plus utiles. Les politiques garantissent que les personnes mutées seront prises en charge de manière à refléter les valeurs et les objectifs de l’organisation. »

Pour en savoir plus sur les examens gratuits des politiques de mutation des employés de WHR ou pour obtenir de l’aide afin de créer une nouvelle politique, veuillez contacter WHR.

À propos de WHR Group, Inc.
WHR est une société privée, détenue par une femme, qui gère les mutations des employés à l’échelle mondiale et se distingue par sa structure de prestation de services haut de gamme et sa technologie exclusive. WHR possède des bureaux dans le Wisconsin, en Suisse et à Singapour. Avec son taux de fidélisation de la clientèle de 100 % au cours des dix dernières années, WHR continue d’être le leader de confiance dans le domaine de la mutation des employés à l’échelle mondiale.
https://www.whrg.com, LinkedIn, Twitter et Facebook.

Contact auprès des médias : Mindy Stroiman, rédactrice d’entreprise
Mindy.Stroiman@whrg.com
262-523-7510

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WHR Group, Inc. Oferece Análise Gratuita de Políticas de Realocação de Funcionários

MILWAUKEE, Jan. 25, 2022 (GLOBE NEWSWIRE) — O WHR Group, Inc. (WHR), líder na indústria global de realocação de funcionários, está oferecendo às empresas análise gratuita das políticas de realocação. O WHR também irá as empresas a criar políticas totalmente novas. Mesmo com a pandemia da Covid, as empresas continuam realocando funcionários para preencher funções essenciais. A análise e ajustes essenciais das políticas de realocação ajudam as organizações a vencer a guerra por talentos, atender às necessidades dos funcionários, fazer comparações com a concorrência e controlar os custos dos negócios.

As políticas de realocação devem ser incorporadas à remuneração total e às estratégias de gestão de talentos de uma organização. Uma política de realocação certa pode ajudar uma empresa, enquanto uma política inadequada ou a ausência de uma política pode afetar negativamente a taxa de sucesso do recrutamento de candidatos. “Na guerra por talentos do momento, é fundamental ter um programa de realocação estruturado e competitivo. Isso ajuda as empresas a atrair e reter os melhores talentos”, disse o Gerente Regional de Desenvolvimento de Negócios do WHR, Ben Koceja. Uma política de realocação que atenda às necessidades dos funcionários transferidos ajuda a reduzir o estresse, permitindo que os funcionários possam se concentrar nas funções no seu novo local de trabalho.

A comparação de uma política com as de outras empresas também ajuda as organizações a se manterem competitivas na guerra por talentos. A política precisa incluir opções de ofertas, uma vez que as políticas de realocação fazem parte das ofertas de emprego. As empresas também precisam alocar o valor certo de dólares para os transferidos e para as necessidades organizacionais. É importante que as organizações não estejam pagando por benefícios desnecessários ou desatualizados.

De acordo com a Gerente de Desenvolvimento de Negócios Internacionais do WHR, Linden Houghtby, MBA, GMS, MIM+: “Uma política de realocação alinhada com a cultura, estratégia de talentos e metas de recrutamento da empresa é essencial para um programa de realocação/mobilidade de sucesso. Ela permite que as empresas transfiram os funcionários para os locais mais necessários. A política garante que os transferidos sejam tratados de acordo com os valores e objetivos da organização.”

Para mais informação sobre a análise gratuita de políticas de realocação de funcionários do WHR ou para ajuda na criação de uma nova política, entre em contato com o WHR.

Sobre o WHR Group, Inc.
O WHR é uma empresa global de propriedade de uma mulher que trata da gestão de realocação de funcionários em todo o mundo e que se destaca pela sua estrutura meticulosa e pela sua tecnologia proprietária. O WHR tem escritórios em Milwaukee, Wisconsin, Suíça e Cingapura. Com sua taxa de retenção de clientes de 100% na última década, o WHR continua a se posicionar como líder confiável na realocação global de funcionários.
https://www.whrg.com,  LinkedIn, Twitter e Facebook.

Contato com a Mídia: Mindy Stroiman, Redatora Corporativa
Mindy.Stroiman@whrg.com
262-523-7510

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Dr Jane Goodall delivers an important message of hope at the 2022 Procter & Gamble AMA Sustainability Summit

The event saw participation from world-renowned Conservationist Dr. Jane Goodall, who shared how corporations can drive real change in the world. P&G announced progress toward its Ambition 2030 goals at its regional Sustainability Summit.

SINGAPORE, Jan. 25, 2022 /PRNewswire/ — Procter & Gamble (NYSE:PG) today announced that it hosted its 2022 Sustainability Summit for the Asia Pacific, the Middle East, and Africa (AMA) region. Built on the theme “Hope for our Home”, the Summit explored how corporations, non-profit organisations, governments and the wider community can work together to drive real change, bring hope to the world, and make it a better place to live.

Hosted virtually, the event featured world-renowned Ethologist and Conservationist Dr Jane Goodall, Circulate Capital Ocean Fund chief executive Rob Kaplan, as well as United Nations Development Programme Goodwill Ambassador, Dia Mirza, who came together to address key issues surrounding climate change.

At the summit, Dr Jane Goodall debunked the belief that corporations and non-profit organisations are standing at opposite sides. In a fireside chat with P&G Chief Brand Officer, Marc Pritchard, she shared that large corporations like P&G can take positive steps forward, create ripple effects around the globe, and encourage more consumers to take small, sustainable actions in their everyday lives.

“With annual GDP growth seemingly more important than our grandchildren’s future, the time is now to choose what sort of impact we can make. As more and more organizations like P&G drive change and join forces, there is hope. It’s time to get a new mindset and to see things differently. Everything is connected, and every one of us can make a difference,” said Dr Jane Goodall.

During the Summit, P&G also announced regional progress made toward its Ambition 2030 Goals. With P&G President for Asia Pacific, Middle East and Africa, Magesvaran Suranjan, announcing the following progress made:

  • In May 2021, P&G pledged to launch 12 pilot reforestation projects in 12 months for its Forests for Good initiative. P&G has since launched more than 20 pilot reforestation projects in areas including the Jebal Ali Reserve Mangrove Forest in UAE, the Sierra Madre Mountain Range Forest in Philippines, the Embu Region in Kenya, along with other AMA countries including Uganda, Malaysia, Indonesia, and Thailand.
  • P&G will continue investments in programs to conserve landscapes, protect species, and improve sustainable farming practices. These include working with the World Wildlife Fund Malaysia and the Emirates Marine Environmental Group in UAE to protect the Malayan Tiger and the endangered Hawksbill Sea Turtle respectively. P&G established a Smallholder Farmers Program across palm plantations in Malaysia since 2018, to help improve sustainable farming practices and the wellbeing of farmers, their families, and communities.
  • P&G has declared its commitment to run more than 85% of its plants across AMA on purchased renewable electricity by the end of 2022. To date, P&G has already achieved 87% with its AMA manufacturing sites.
  • Apart from 100% of P&G’s manufacturing sites being Zero Waste to Landfill, the company has also celebrated a significant milestone of having its first Zero Waste office in AMA, located in the Dubai site. P&G will progressively have more of these Zero Waste offices across the AMA region.
  • P&G has announced support for the Jane Goodall Institute and its flagship Roots & Shoots Program, which encourages and enables youth action to implement projects within P&G and in local communities that help animals and the planet.

Magesvaran Suranjan said: “We are fully committed to making a positive impact in the world and creating a sustainable future for generations to come. By integrating sustainability into the way that we do business every day, all of us at P&G are empowered to make a meaningful difference for our environment.”

P&G AMA’s Executive Sponsor of Sustainability, and Senior Vice President of P&G Japan, Standa Vecera commented: “We’ve already made significant progress over the past 10 years to reduce the environmental impact from our operations, and we know that we can do more. P&G has also set an ambition toward net zero greenhouse gas emissions by 2040 and will continue to step up with science-based targets to guide our efforts in being a Force for Good.”

Circulate Capital Ocean Fund CEO Rob Kaplan, and Actor, Producer and United Nations Environment Goodwill Ambassador, Dia Mirza, also shared their thoughts on encouraging sustainable actions

Rob Kaplan commented, “Nobody can stay on the side line. Sustainability is a team sport. It has to be at the core of both the company strategy and the operations in order to drive meaningful change. By working together there is hope.”

Dia Mirza said: “The Sustainable Development Goals are the North Star and if they are adopted and implemented everywhere we have a genuine chance of solving some of the biggest problems we face within this decade. Brands find a way into so many hearts and homes. If more brands like P&G leverage their power to drive change, there is hope for the planet.”

P&G is committed to accelerating action on climate change toward net zero GHG emissions by 2040.

P&G has set a new ambition to achieve net zero greenhouse gas (GHG) emissions across its operations and supply chain, from raw material to retailer, by 2040 as well as interim 2030 goals to make meaningful progress this decade.

Photo – https://mma.prnewswire.com/media/1733310/image_809956_28945808.jpg