Peanut butter and jelly. Baseball and hot dogs. IoT and security. Cisco and Cisco Partners. Some things are simply greater together. And there’s nothing greater than gathering together with Cisco’s in… Read more on Cisco Blogs

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Peanut butter and jelly. Baseball and hot dogs. IoT and security. Cisco and Cisco Partners. Some things are simply greater together. And there’s nothing greater than gathering together with Cisco’s incredible partner community to engage in conversation, share perspectives, and celebrate.

This year Cisco Partner Summit 2023 will take place November 6-9, in Miami Beach, Florida, with our Live Digital Broadcast airing on November 7 and 8, and I can’t wait for you to see what we have planned for you. We have engaging experiences planned for both in-person and virtual attendees featuring global keynotes, carefully curated breakout sessions, plenty of networking opportunities, and rich, relevant content. So don’t wait—register today for the Live Digital Broadcast!

We are truly Greater Together

Like all things that are Greater Together, this year’s Cisco Partner Summit theme is the true embodiment of the spirit and vision of the partnership model we committed to 27 years ago, and continue with today. Customers perpetually set the bar higher on what they expect from their technology investments. As they prepare for the future, they are looking for more—more outcomes and experiences, more choice in how they obtain their technology, and more flexibility in how they use it. And it’s clear that no single company or organization can achieve all of this on their own. Now is our moment to be Greater Together.

Whether you’re joining us in Miami Beach or watching the Live Digital Broadcast, this year’s Cisco Partner Summit will offer everything you’ve come to expect from the industry’s premier partner event—plus a lot more:

Global keynotes featuring CEO Chuck Robbins and members of the Cisco executive leadership team. You’ll hear the latest on our strategy, priorities, technology innovations, and key announcements—all aimed at addressing our customers’ digital transformation requirements and supporting your profitability.
A premiere digital experience. We’re combining the Cisco Partner Summit Live Digital Broadcast with our best-in-class Cisco Partner Launch Experience, to create one platform where you can access all of the rich content developed specifically for Cisco Partner Summit. Global Keynotes will be broadcast live via the Cisco Partner Launch Experience platform, and Business Impact Sessions will be available on-demand along with other launch news and announcements.
Carefully curated in-person experiences based on your feedback. Building off the success of last year’s Cisco Partner Summit, we’ve listened and continued to tailor the in-person experience to your needs. We’ve built in even more networking time for executive 1:1s, to explore the Partner Hub, and to network with each other. If you received an in-person event invite, please remember to use the registration link that was provided in your invite email.

Twenty-seven years ago, Cisco committed to a partner-led model that is more important today than ever. Working together means more innovation through platforms, more expertise across the partner ecosystem, and more opportunity that we can capture in partnership.

I hope you are able to join us for this year’s Cisco Partner Summit 2023. Together, we can accomplish more than we ever imagined.
Because we truly are Greater Together.

Register Now for the Cisco Partner Summit Live Digital Broadcast

#CiscoPS23

We’d love to hear what you think. Ask a Question, Comment Below, and Stay Connected with #CiscoPartners on social!

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The experience matters more than ever in the digital marketplace. In a recent survey, 57% of consumers say brands have one shot to impress them, and if their digital service does not perform, they… Read more on Cisco Blogs

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The experience matters more than ever in the digital marketplace. In a recent survey, 57% of consumers say brands have one shot to impress them, and if their digital service does not perform, they won’t use them again. Applications are the heart of these experiences. The stakes are high, and organizations need to know all aspects of how applications perform—aligned to clear business outcomes. Acquiring that level of visibility isn’t easy, because application environments are more specialized than ever, and carefully tailored to specific business processes.

How can organizations gain the observability they need, without changing the way they do business? Cisco FSO Platform lets them extend observability without compromise. Designed for today’s cloud architectures, it provides an extensible approach for the creation of new and custom business use cases. One of its main differentiators is Cisco’s ecosystem of innovative partners, who extend observability by building custom modules for cloud native observability that help customers with specific business outcomes. Let’s take a closer look at the Capacity Planner and Forecaster module, built by Kanari.

Kanari Capacity Planner and Forecaster

Modern application environments are highly dynamic, and they depend upon infrastructure that needs to be flexible and elastic. That in turn, raises new questions for organizations including how do they forecast and plan for their capacity and how do they optimize their costs while maintaining the requisite performance. One area where observability really shines is in its ability to acquire deep insights from complex application environments, and help organizations proactively prepare for new challenges.

“We wanted to augment the power of machine learning in the platform, which is one of its main areas of extensibility,” said Michael Breen, CEO of Kanari capacity. “We really focused on capacity, because it can impact everything from cost calculation regarding cloud consumption to helping teams work more proactively in their operations.”

The Kanari Capacity Planner and Forecaster module provides insights into infrastructure risk factors that have been determined through predictive machine learning algorithms, such as ARIMA, SARIMA,  and LSTM. It helps organizations derive capacity forecasts and plans using these insights. And it lets organizations analyze changing capacity needs over time.

Kanari lets organizations filter views to see values that have been forecast over time. These insights enable them to set health rules based on the metrics for the forecast of any entity at any time.

A springboard that showcases the latest innovation

For our technology partners like Kanari, Cisco FSO Platform presents an excellent opportunity to bring new solutions to market fast, supporting specific domain and vertical use cases. “What we found really powerful about Cisco FSO platform is really the extensibility and flexibility of the model, which is really built right into the heart of the platform,” said Breen. “In our case, we actually spent much more time trying to figure out what we were going to build, than actually building it.” This kind of scalability is a big benefit for our customers as well, who can take advantage of the very latest advances in machine learning and other technologies, delivered by our partners over an agile, adaptable platform. Together, Cisco FSO Platform and its partner modules deliver a comprehensive solution that scales as businesses scale—and easily extends everywhere, across the infrastructure and the application life cycle.

Watch the full interview between Michael Breen, CEO, Kanari and Sunder Parameswaran, VP, Products, Cisco FSO.

Learn more about Cisco FSO Platform and the Kanari Module

  The right capacity planning tools can help forecast cloud consumption and streamline application operations. Kanari Capacity Planner and Forecaster on Cisco FSO platform is here to help.  Read More Cisco Blogs 

“If you don’t know what’s happening, you don’t know what’s happening” is powerful statement about the missing knowledge that can complete an ideal banking customer experience. It is a reminder of the … Read more on Cisco Blogs

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“If you don’t know what’s happening, you don’t know what’s happening” is powerful statement about the missing knowledge that can complete an ideal banking customer experience. It is a reminder of the critical role the contact center plays in the evolution of digital channels and modern cross-channel customer journeys in the financial services space. This is especially true in banking where the adaptability of contact centers ensured the continuity of financial services for consumers and small businesses in the early months of the Covid-19 pandemic.

Customer feedback

I realized a few weeks earlier that I was in the ‘you don’t know what’s happening’ camp after participating in BAI’s 2023 Banking Contact Center Executive Roundtable, sponsored by Cisco. Since 1924, BAI has helped financial services leaders prepare for what’s next through thought-leadership, training, business intelligence, and collaborative engagement including executive roundtables. This two day event was a great opportunity for me to learn from industry practitioners and I was particularly interested to hear how banking contact centers were supporting the increasing cross-channel customer journeys that result from ongoing digitization in financial services.

Listening to contact center leaders representing ten regional and super-regional banks raised my awareness of the unique value of contact centers, their challenges, and the ability of these leaders to manage what is possibly the most dynamic workforce and technology environment inside a bank.

‘Customer experience correlates with agent experience’ was a recurring theme throughout the roundtable, reflecting the importance of agent onboarding and training and the increasing significance of agent technology. The frequency and breadth of customer interaction often results in agents developing institutional knowledge faster than new bankers, but agent workloads also lead to high turnover. Leveraging technology to optimize agent workloads and providing advancement opportunities into other bank sales and service roles helps improve execution, talent retention, and growth. Notably, the roundtable institutions were satisfied with their ability to measure agent productivity whether agents primarily worked from home or are back in the office.

Contact center leaders are looking to take advantage of the next generation of self-service capabilities such as intelligent IVR’s, chatbots, and virtual agents to optimize customer experience, agent workload, and interaction costs.

Throughout the discussions, leaders highlighted the need for continued efforts and investments to reduce operational complexity, drive efficiency, and elevate the agent experience. The shared experience among these contact center leaders is that a world-class customer experience requires a world-class agent experience. To achieve this, a few north star objectives were identified:

Streamlining the agent desktop – fewer discrete apps and better app data integration
Extracting intelligent insights from full visibility of cross-channel customer journeys
Providing agents with the best guidance and options in real-time
Utilizing best-in-class workforce management and automation

Cisco expertise

The group also heard from my colleague Jono Luk – VP, Product Management for Webex who shared his knowledge about technology advances in contact center solutions that address these needs, notably the advantages of a unified CX platform, the flexibility of the cloud, and the power of AI across a broad scope of opportunities.

Jono highlighted the capabilities that agents need in order to support banking customer journeys that are increasingly personalized, cross-channel, and almost certainly involve the contact center at some point in the journey.

The banking industry, and safe to say most of financial services, currently have limited visibility of a customer’s journey prior to reaching a contact center agent. Part of the challenge is the need for more capable contact center platforms and continuing to consolidate the number of applications on the agent desktop.

Webex by Cisco

But it’s also clear the banking industry must continue to improve collaboration between LOB’s and the contact center to create awareness of the importance for holistic journey insights and to accelerate investment. Responsibility for the primary contact center is now with the Retail LOB, but many leaders cited the need for better coordination. Jono shared Cisco’s perspective on the benefits of a unified CX platform built specifically to support connected customer journeys across a customer lifecycle.

Webex by Cisco is designed for exactly that – a suite of integrated cloud-native capabilities that support a broader range of interactions (calling, video, messaging, SMS, Social, and more), with advanced AI functionality, business workflow integrations, mobile app integrations, and a robust contact center with a composable agent interface.

Financial institutions often have several contact centers supporting different LOB’s such as Credit Card, Wealth Management, and Mortgage, or even internal functions like the help desk. In my experience, it’s not that uncommon to find teams that still use spreadsheets to manage inbound and outbound calling. These represent good opportunities for institutions to quickly discover the transformative capabilities of a unified CX platform like Webex and to understand it’s potential for primary banking contact centers.

This year due to the ever increasing importance of contact centers in supporting cross-channel customer journeys we added it as a use case in the Cisco Portfolio Explorer for Financial Services. We annually review the use cases in it to make sure we are providing the latest trends and focuses we are hearing from our clients. As you have read the contact center is where it is at deliver exceptional client service and engaged and informative employees.

Having the opportunity to learn from an amazing set of contact center leaders was a great experience, as was working with the team BAI again. I’m also looking forward to sharing how Webex can help transform the banking customer and employee experience.

Learn more about creating customer delight with 

Webex Contact Center

  Financial services institutions have learned that world-class customer experience requires a world-class agent experience. The evolution of digital channels and modern cross-channel customer journeys increasingly rely on the contact center. If you don’t know what’s happening, you don’t know what’s happening — and that lack is visibility a problem.  Read More Cisco Blogs 

Growing up in a resilient country healing from communism, I witnessed firsthand hardworking people breaking barriers. My parents were denied their chance to attend university, so I’ve always deeply… Read more on Cisco Blogs

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Growing up in a resilient country healing from communism, I witnessed firsthand hardworking people breaking barriers. My parents were denied their chance to attend university, so I’ve always deeply appreciated education. Immigrating to the United States at 15 taught me to maximize resources and opportunities because I was navigating a complex system and advocating for my family with little support. Through that, technology became my bridge to possible because it made our immigration process a reality, was my path to education, and connected me to Cisco early in my career.

My career at Cisco started when a recruiter, who I’m incredibly thankful for, reached out on LinkedIn to build my bridge here as an associate engineer in the Cisco Sales Associate Program (CSAP), a global, year-long graduate program that I like to call a mini master’s degree in Cisco. I am grateful Cisco leadership invests in early-in-career programs because the level of development they put into the associates is unmatched. The true power of Cisco lies in our people, our culture, and the incredible focus that’s put into our growth. In my 4.5 years at this company, I have felt empowered to pursue my interests and find fulfillment in many ways while meeting humble and inspiring people along the way. Through several development programs, I’ve met mentors who have inspired and challenged me. For instance, I had the opportunity to file my first intellectual property patent application through the guidance of a mentor along with two other engineers. This experience helped me understand how I can contribute to developing or improving existing and future Cisco technology that will set us apart. The fact that Cisco invests in tools and resources to remove the barrier that exists for women inventors is incredibly meaningful. Programs like these lay a foundation for what is possible, which is key to inspiring and motivating us in our career aspirations.

During my time as a student, the Grace Hopper Celebration (GHC), the world’s largest conference for women and non-binary technologists, is what convinced me to continue pursuing a career in tech. It was very impactful because it was the first time I met successful women from different walks of life who had made an impact in tech. After attending GHC a second time as a student scholar, I knew I had to come back and pay it forward. I made it my mission to return and represent Cisco through speaking and recruiting at this conference.

Last year, I had the chance to experience this full-circle moment. My session at GHC was titled: “Demystifying Technical Sales: Where Business Outcomes Meet Technology.” My primary goal was to empower the audience for a career at Cisco as well as introduce them to the breadth of Cisco’s impact through technology and community outreach. I talked to the audience about the career paths and growth opportunities for a solutions engineer/architect at Cisco, our cross-functional teams, and the transferrable skills that can welcome them to Cisco. I know from my own experience that this conference creates a platform for talent with unique skill sets, but I found that many are not aware of the different career possibilities in tech or Cisco. There are specific roles that are well-known and sought-after, and I wanted to help broaden their horizons by shining a light on the extensive resources and opportunities available at Cisco.

Seeing Cisco sponsor conferences like Grace Hopper since my student days solidified my sense of belonging here. It’s important that we walk the walk, and I can confidently say that we are making great strides towards this mission. I am also very proud to represent my team as a MultiplyIT ambassador, where we aim to attract future colleagues in non-traditional channels by breaking barriers, raising awareness, and cultivating a pipeline of full-spectrum diverse talent.

I am happy that I started my career here because we have a footprint across technologies, allowing for breadth and depth of knowledge. At Cisco, you can be an agent of change and find fulfillment in more than your day-to-day role. We’re fortunate to have the resources, programs, and opportunities Cisco provides, and it’s something that, given my upbringing, I’ll never take for granted. We have many employee resource organizations (that we call Inclusive Communities), and when you get here, you can create your own community if it doesn’t already exist. Every week, I’m thrilled to meet new people from different walks of life who motivate me.

If you dream of starting or growing your career with Cisco, I encourage you to envision your journey here. Break this vision down into the people, experiences, skills, and, as some of our leaders say, the “culture add” that you will bring to our organization. Reach out to current Cisconians through LinkedIn with intention, learn how they find community at Cisco, and nurture these connections. Then, when you become a Cisconian yourself, you too can help build someone’s bridge to possible.

Are you ready to break barriers and build bridges with us? Find an opportunity now!

Subscribe to the We Are Cisco Blog.

  Systems Engineer Uljana embraces opportunity. See how the Grace Hopper Celebration solidified her tech career and how she builds bridges for others by sharing Cisco's career opportunities.  Read More Cisco Blogs 

In today’s rapidly evolving healthcare landscape, a concept known as the digital front door has opened up new possibilities for patient activation. This shift offers a multifaceted approach to… Read more on Cisco Blogs

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In today’s rapidly evolving healthcare landscape, a concept known as the digital front door has opened up new possibilities for patient activation. This shift offers a multifaceted approach to healthcare delivery, fostering active patient participation and ultimately improving outcomes.

In this blog, we’ll explore patient activation, how digital front door makes it happen, and how Communication Platform as a Service (CPaaS) serves as the key to unlocking the potential of it all.

Understanding patient activation

What exactly is patient activation, and why is it so important?

Patient activation refers to an individual’s knowledge, skills, confidence, and motivation to actively participate in their own healthcare journey. In simpler terms, it’s about empowering patients to take charge of their health, make informed decisions, and navigate the complex healthcare system with ease.

This concept is closely associated with positive outcomes including better health, greater adherence to treatment, increased patient contentment, and reduced healthcare expenses.

Let’s delve deeper into the components of patient activation:

Knowledge: Access to health information empowers patients to make educated decisions about their health.
Skills: Patients should have the skills necessary for self-care, from managing medications to modifying health behaviors.
Confidence: Believing in their ability to manage their health is crucial for patient activation.
Motivation: A willingness to participate actively in healthcare decisions and a desire to make healthy choices are essential.
Engagement: Active interaction with healthcare providers, including asking questions and participating in decision making, is vital.

The digital front door in healthcare

To support patients to establish the components needed for patient activation, we turn our attention to the digital front door. The digital front door is the use of digital technologies and tools to improve patient access to healthcare services. It aims to create a seamless and convenient experience for patients seeking medical care, to break down barriers and make it easier for more people to receive better care.

It’s a strategic approach to healthcare delivery that engages patients at every touchpoint in their healthcare journey. And when executed effectively, the digital front door can enhance patient activation, engagement, communication, and satisfaction.

This method ensures that patients can easily connect with healthcare providers, access services, and navigate their healthcare journey with efficiency and ease. A well-designed digital front door offers a seamless and cohesive patient experience whether it’s through digital appointment reminders, streamlined patient check-ins, or convenient self-scheduling and appointment rebooking. It promotes continuity of care and fosters long-term patient-provider relationships, as patients are more likely to remain engaged and loyal to providers who offer convenient digital interactions. Additionally, digital tools and resources encourage active patient participation by bolstering the components laid out above.

How can CPaaS support the digital front door and patient activation?

We’ve talked about breaking down barriers for patients, but what about for healthcare organizations themselves?

Creating a solid digital front door strategy can be challenging for various reasons. Maybe you’re worried about the complexity of integrating with existing legacy systems, or perhaps you’re strapped for developer resources. You might even have a digital front door in place already but want to take it to the next level and expand its capabilities. That’s where Communications Platform as a Service (CPaaS) comes into play – it simplifies the process and unlocks the full potential of this transformative concept.

CPaaS essentially serves as the glue that connects healthcare providers and patients by seamlessly enabling communication, engagement, and interaction. With CPaaS, healthcare organizations can create a unified and efficient communication ecosystem by managing all their cloud communications from one platform. It easily integrates with existing backend systems, and its low-code tools can help organizations save on costs, reduce complexity, and speed up their IT roadmaps. And when it comes to patient activation and digital front doors, CPaaS opens up a world of possibilities.

It enables multi-channel communication options such as SMS, voice calls, video calls, and email, making it effortless for patients to reach healthcare providers. It can even automate appointment management, enhance patient education with personalized content, and facilitate telehealth visits. And it doesn’t stop there; CPaaS ensures that all communication is secure, gathers valuable patient feedback, and even supports behavioral health initiatives. In emergency situations, it can deliver crucial alerts. Plus, its data integration capabilities with Electronic Health Record (EHR) systems ensure that healthcare decisions are well-informed, while its multilingual support ensures effective communication across diverse patient populations. The analytics tools built into CPaaS help measure engagement and provide insights to guide further improvement.

In essence, patient activation stands as the cornerstone of modern healthcare, and the digital front door serves as the gateway to achieving it. CPaaS can get you there, simplifying the execution of numerous digital healthcare use cases, ultimately enriching the patient experience and improving outcomes.

To learn more about how CPaaS and the digital front door can help your organization implement a patient-focused strategy that improves the digital experience, we encourage you to watch our latest webinar with HIMSS and Kaleida Health.

  In today's rapidly evolving healthcare landscape, the digital front door has opened up new possibilities for patient activation, fostering active patient participation and ultimately improving outcomes.  Read More Cisco Blogs 

Do you feel a bit lost when people refer to certain environmental sustainability topics and aren’t sure where to start when it comes to learning more? Sustainability 101 is a blog series that you can … Read more on Cisco Blogs

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Do you feel a bit lost when people refer to certain environmental sustainability topics and aren’t sure where to start when it comes to learning more? Sustainability 101 is a blog series that you can turn to for information about different environmental terms that may come up at work, during discussions with friends, and even at your annual holiday gathering.

According to the Intergovernmental Panel on Climate Change (IPCC), climate science says we must limit warming to no more than 1.5 °C above pre-industrial levels to avoid the worst impacts of climate change. And, according to the Science Based Targets initiative (SBTi), “In order to limit warming to 1.5°C and avoid the worst effects of climate breakdown, global emissions must be halved by 2030.” To help reduce greenhouse gas (GHG) emissions, many companies are trying to figure out what their carbon footprint is so they can start making changes.

Carbon accounting, or GHG accounting, is the process in which an organization estimates the total amount of GHG emissions that are generated through its activities within a set of boundaries. The predominant standard used to guide these estimations is the GHG Protocol Corporate Accounting and Reporting Standard, first launched in 2001.The GHG Protocol establishes comprehensive global standardized frameworks to measure and manage GHG emissions from private and public sector operations, value chains and mitigation actions.

Defining and quantifying GHG emissions

GHGs were first defined in 1997, under the Kyoto Protocol, and were limited to a set of six individual GHGs or classes of GHGs: carbon dioxide (CO2), methane (CH4), nitrous oxide (N2O), hydrofluorocarbons (HFCs), perfluorocarbons (PFCs), and sulphur hexafluoride (SF6). Nitrogen trifluoride (NF3) was added later for a total of seven gases that organizations following the GHG Protocol Corporate Accounting and Reporting Standard report on.(1)

The defined standards set through the GHG Protocol are important because they give companies the same standard to follow when they report on emissions. This in turn makes it easier for people to compare companies’ performance.

 In general, GHGs are reported in units of carbon dioxide equivalents or CO2e. CO2e is a way of combining the seven gases into one unit, by looking at their effects on our environment over 100 years. If you think of GHGs as a currency, think of CO2e as being the one currency everyone uses, and you can swap currencies based on their exchange rate or so-called “emission factors”. Emission factors allow us to convert various activity data into GHG emissions and combine them into our one unit, CO2e.

As an example, if you consumed 100 kWh of electricity, to estimate the emissions you would multiply that data by your emission factor. If we used the 2023 emission factors from the United States Environmental Protection Agency (EPA), we would multiply the 100 kWh by 0.386 kg CO2e/kWh which means you would generate 38.6 kg CO2e.

As a reminder, emissions of organizations are classified into 3 scopes:

Scope 1: Direct emissions from operations owned by the company. Examples: Heating fuel used in company buildings, fuel use in company vehicles
Scope 2: Indirect emissions from the generation of purchased electricity, steam, heating and cooling. Example: Electricity used in company buildings
Scope 3: All other indirect emissions that occur in a company’s value chain. Examples: Employee business travel and commuting, supplier emissions, emissions from transportation and distribution of product, emissions from use of sold products

Prior to quantifying an organization’s GHG emissions, it’s important to understand the time boundaries reported on across the Scope 1, 2 and 3 inventory per the GHG Protocol. While Scopes 1 and 2 look at emissions from the reporting year, categories in Scope 3 can look at past, present, or future years as outlined in Figure 1 from a GHG Protocol report.(2) The GHG Protocol takes a lifecycle perspective, which means for certain categories, like “Scope 3, Category 11: Use of Sold Products,” an organization accounts for all of a product’s lifetime emissions in the year it’s sold.

Figure 1. Time boundary of Scope 3 categories. Sourced from the GHG Protocol.(2)

Estimating GHG emissions

 Carbon accounting is based on estimations. In general, there are three primary methods of estimating GHG emissions: Activity based, spend based or a hybrid approach that uses both.

Activity based: Emissions are estimated by collecting primary data and multiplying the value by the relevant emission factors. Examples of primary data include energy or fuel consumed or amount of material purchased.

It can also be estimated from secondary data, which is data that is not from specific activities within a company’s value chain. Some examples include average data, proxy data or industry average data.(1)

Spend based: Emissions are estimated by determining the amount of money spent on an activity and multiplying the value by the relevant secondary data emission factors. Emissions factors can be from an environmentally-extended input output (EEIO) database, or they can be more supplier specific, based on reported emissions and revenue information. (1)

Hybrid: Emissions are estimated by first following the activity-based approach and then using the spend based approach if there are gaps. This increases the coverage of the potential in-scope emissions sources. (1)

 Improving our data

One of the goals of GHG accounting is to use primary data as much as possible, but it’s not always easy to access that data. For Scope 1 and 2, primary data is typically available, but in Scope 3, an organization is often reliant on secondary data. This can be a challenge when trying to understand how various investments or design choices are helping to reduce GHG emissions.

Cisco has set a goal to reach net zero GHG emissions across our value chain (Scopes 1, 2, and 3) by 2040, and we have also identified two near-term targets on the way to that larger goal.  We are continually working to improve our data, provide accurate emissions estimates and drive GHG emission reductions.

 Information regarding Cisco’s environmental, social, and governance (ESG) initiatives, goals and commitments, our latest impact, as well as policies and additional disclosures for specialized audiences, can be found in our 2022 Cisco Purpose Report and supplemental information in our ESG Reporting Hub.

1https://ghgprotocol.org/sites/default/files/standards/Scope3_Calculation_Guidance_0.pdf (pg. 14, 17, 21)

2 https://ghgprotocol.org/sites/default/files/standards/Corporate-Value-Chain-Accounting-Reporing-Standard_041613_2.pdf (pg. 33)

  Have you heard the phrase "carbon accounting" and wondered what it is all about? Read this blog from Cisco's Mike King to learn the basics.  Read More Cisco Blogs