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investments in manufacturing are investments in crisis preparedness, national security, and global leadership. , And it’s worth noting that our capacity to transform manufacturing goes well beyond modeling and simulation.

arrangements. ,

technology, shifting demographics, and new beliefs around inclusion and equity—have been building for years., Looking ahead, we expect our departments to develop their own plans on how to balance working on-site and remotely. ,

, The initial policy reflex was to try to develop specific medical countermeasures to these two threats, but when these viruses seemed to recede back into nature, so did the bulk of the efforts to counter them with drugs and vaccines.

ctating that we work, live, play, and seek care in certain settings and within certain times., We’ve gone too far past the tipping point to go back to the ‘old ways’ for how we work, live, play, and manage our health. ,

last year has hardly abated., The multiplicity of priorities is driving a single trend: the increasing urgency of ESG considerations for investors. ,

p that would have been unthinkable even a few years ago., Empathy is the competitive advantage that will separate the winners from the losers. ,

the ways we work; the ways we interact with clients, customers, and employees; and the ways we conduct business in the global economy., For companies, the challenges arising from COVID-19 call for a much keener sense of adaptability and new ways of working. , On the Rebound

hard-fought gains in other areas including poverty, quality education, and gender equality. , Financial institutions can and should help women close the financial asset gap that is limiting their financial independence and security. , The International Labor Organization (ILO) estimates that between 2019 and 2020, 4.2 percent of women’s employment worldwide was destroyed by the pandemic compared to 3 percent of men’s.

in harnessing the power of the free market to drive positive real-world change. ,