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John: Welcome to another edition of the Impact Podcast. I’m John Shegerian. I’m so honored to have you with us today, Shanique Bonelli-Moore. She’s the Chief Diversity and Social Impact Officer for the Clorox Company. Welcome, Shanique to the Impact Podcast.

Shanique Bonelli-Moore: Hello, John. So thrilled to be here. Thank you so much for having me.

John: Well, I am honored to have you today. It’s Clorox’s first time on Impact after doing this for 17 years, and Clorox is such an American brand. We were talking a little bit offline when we were getting on, but just some of the brands that you guys own beyond Clorox, the great bleach that we grew up with that I grew up with, Pine-Sol, SOS, Glad, Hidden Valley Ranch, Kingsford briquets, and I take your Calm Magnesium that’s just among so many of the great brands that you guys represent. I’m just so honored to have you on today to be having this chat. Before we get going, though, I would just love you to share with our audience and our viewers a little bit about your backstory, Shanique. Where did you grow up, and how did you get on this fascinating journey that you’re on?

Shanique: Absolutely. Thank you again. I grew up in a very, very small island St. Thomas in the Virgin Islands. I was born and raised there and didn’t move to the US mainland until I was 18.

John: Wow.

Shanique: When I think about my career in DEI, I think it really ties back and goes back to that early experience of living on a very small island and moving to the US at 18. I think about what they say, this idea of talent is equally distributed and access isn’t. When I think about my transport from the Virgin Islands to the mainland was an opportunity for me to be accessed, whether I was accessing information or knowledge or I was given opportunities. So when I think about this idea of access, I’m a product of that. I think that kept with me from my early beginnings to where I am now. I currently live in Los Angeles.

I have two beautiful kids and an amazing husband. I’ve been at Clorox for the past, one and a half years, a very long career across corporate communications work and DEI spanning many different industries. I spent some time in entertainment and media, healthcare, and CPG. When I think about my career as a DEI practitioner, certainly started from my early beginnings at GE. So way back when I started off in a leadership program and this idea of working and doing rotations across many different businesses in corp comms, but I was first introduced to the African American Forum, it’s an ERG. Back then, we called it Affinity groups.

It was there that I saw so many people that looked like me and were doing amazing things. This idea of really creating a space for folks to grow and thrive and develop, was where I found my home in the ideas around being developed, and being mentored. It was at that moment, I knew the value, the diversity or DEI played in a workplace and what it could do not only for an organization and its success but also for the people that are part of that organization. So from that point on, I remember putting it on my vision board, Chief Social Impact Diversity Officer. Of course, many years later, that’s where I’m at today. So all the roles that I did in between that time were really looking to hone the skills around certain communications, but also how could I integrate DEI into my world through a lens of organizational design and employee engagement and culture. So this is where we are today.

John: Shanique, when you first came to the US, we’d just love to learn the backstory a little bit more in terms of where you go first. Where did your family settle first when you came?

Shanique: Sure. Well, it wasn’t my family. My family’s still back in the Virgin Islands.

John: Oh, okay.

Shanique: I go home quite a bit.

John: Okay.

Shanique: My parents are there. I have siblings who are still in the Virgin Islands, and so it is still home for me. It’s usually what I call home, right?

John: Right.

Shanique: But when I moved to the US it was for college. I was at Syracuse University. So when you think about leaving sunny blue skies going into Upstate New York, cold weather is very shocking in so many different ways and the cold in of itself was jarring. But again, it spoke to just my idea of adaptability, and I knew exactly what I wanted to do. Syracuse has a great program for communications, the Newhouse School and that was what I had my eyes set on.

So I just trekked up there and spent four years at Syracuse. The one story that I always share with folks, and I think this was just my naivete on this idea of cold weather. I always associated the sun with heat. I remember one day in my dorm looking out, and I had a class maybe at 10 o’clock, and the sun is just beaming down. I’m like, “Oh my gosh, it’s so hot.” I came out short and a tank top and it was like maybe 50 or 40 degrees, and I just could not… Again, me being from a very small island.

John: Right.

Shanique: Moving to Syracuse and just didn’t even like to understand heat. It can be hot and cold at the same time, right? Or you can see this beautiful sun. So I just chuckle at that story because it just, speaks to my innocence and just speaks to just the transformation or the transition from moving, from one small place to another area and just really looking to adapt and learn.

John: You ended up at Columbia.

Shanique: Yes. Now, I did that while I was working. At the time, I spent a couple of years at NBC Universal, and I really wanted to go back to school and found a huge opportunity at Columbia, working part-time. Really did that in tandem with my time at NBC as well as a little bit at AB InBev, and knocked that out in about two and a half years. But looked to really amplify the knowledge that I had and really gained some really good networking and friends at Columbia.

John: Back when you were at GE, they were known for their leadership program. Their leadership program was like the Platinum Program of Leadership in America.

Shanique: It was, and I cut my teeth at GE. It’s where I created the Shanique brand or the SBM brand. But to your point, the leadership programs at GE were best practices across industries. I was part of a communications program. I remember the first two or three years of my career, I moved about eight times going from rotation to rotation. So, starting in Connecticut, moving to Wisconsin, moving to Atlanta, and New Jersey, and just having these rich, varied experiences, all within communications.

So PR, Mark Comms, Internal Communications, and at the time, we called it community relations. Just really diving into that work, and transforming my career in a significant way. Really, I look to that experience as really formative years of my professional career. The one thing that I felt set me apart from other peers that I had, not only in the industry but across the board.

John: Right. Now, you end up at the Clorox company, which is again, one of the great American iconic brands, consumer product brands. Your title is Chief Diversity and Social Impact Officer, which is straightforward. But what I’ve learned from this podcast over the last 17 years or so is titles are one thing, but what they actually mean is that the corporation is another. Because every corporation, as we know, is a living, breathing organism and has its own history, its own future, and its own way of doing business because its DNA is different from every other organization. So at Clorox, what does your role really mean, and what does your day-to-day look like as Chief Diversity and Social Impact Officer?

Shanique: Right. No, really fascinating question. Sometimes what’s on paper doesn’t quite manifest in actuality, right?

John: Right.

Shanique: There are two points components of the role. One is just leading our idea efforts. At Clorox, DEI for us, as IDEA inclusion, diversity, equity, and allyship. We expanded on our work to really encompass allyship equity in our equation. It’s really thinking about how can we drive and build and diverse, inclusive culture within our company, but also think about the brands that we have. You alluded to that earlier, so many different brands across the globe that people and consumers love and appreciate. How can we reflect the wants and needs of our diverse consumers across the entire globe at Clorox?

So the work that I lead speaks to internal-facing idea work, and external-facing idea work around how we look and build and grow our consumers with our diverse products and our offerings. It’s fascinating. What I love to say about the allyship piece, it really brings more people into the conversation. So, we talk about what allyship means and to practice allyship. This is an opportunity to really give people a place to learn, to grow, and also to act. We love using allyship as a way for us to do that. The second part of my job is social impact. This is the work that traditionally lands within our philanthropic area, our foundation, and our Clorox Company Foundation.

I manage that group and the work that happens there, employee giving practices, our granting program and community grants that we provide in areas where we work and live, and all the employee engagement work around volunteerism. Thinking about how we connect our purpose-driven brands back out there to communities, and tying it back into this idea of doing social good in the community.

John: For our listeners and viewers who’ve just joined us, we’ve got Shanique Bonelli-Moore with us today. She’s the Chief Diversity and Social impact officer at the Clorox Company. To find Shanique and her colleagues and all the important work they’re doing in impact and diversity. Please go to www.thecloroxcompany.com. Let’s go back, one thing I want to understand a little bit more is size. How big is Clorox without getting into specifics of dollars and cents? How big is Clorox in terms of people and places that you have to cover that you manage? This is a big role that you have in terms of diversity and impact, and how many people are you touching and how large is your organization around the world?

Shanique: Sure. No, very good question. We are a mighty company. 9000 teammates strong across the globe in many different areas in the US, LATAM, UK, and Asia, so we cover a lot. But what is very striking about Clorox, is the company is a medium-sized company, but if you think about our brands, our brands are much larger. Clorox, you said you grew up with Clorox. I have stories about Bleach Clorox that could rival. Lots of comical stories. You think about the richest of our brands, we’re in about nine out of 10 households in the US, and all are our brands. So not only Clorox, you think Brita and Burt’s Bees.

You mentioned Calm Vitamins. You mentioned Charcoal Kingsford. We have brands that consumers love, right? When you think about the breadth and depth of our company, it goes beyond the size of our team, but just like the scale of our offerings and what people consume every day. In my short time at the company, I’ve spent a lot of time on the road. A big part of what I wanted to do at the very beginning was meet people and be out there. I’ve gone to many of our locations. I’ve traveled with Linda our CEO, and some of our other executives to plants. I’ve been to our cleaning plant. I’ve been to our Glad plants. I’ve been to our Burt’s Bees plant.

I’ve been to our Litter Plant that opened last year in West Virginia. When I think about the lives we’re touching I think about the people and how passionate they are about our brands, and about really building something that really transcends, lots of generations. It’s just really amazing to be a part of. Then to witness now from a different vantage point.

John: Someone like you, who’s had a fascinating, not only classical educational background. Syracuse at the Newhouse School of Public Communications, one of the greatest schools in America in terms of public communication, Columbia, GE, NBC Universal, Anheuser-Busch, BuzzFeed, UTA, and now, at Clorox. The great ones rely on these two words. Pat-Paul pattern recognition, Tiger Woods, Michael Jordan, Tom Brady. They’re so good. Their brains get so great at pattern recognition. So, walking into Clorox, you already had a brain that would process things in a different way because of pattern recognition, because of what you’ve seen with the depth of experience that you’ve had, both classical educational depth and also real-life experience that. What weren’t you expecting that has been an interesting and learning process for you in your first year and a half at Clorox?

Shanique: No, good question. I love your spinning the questions. Sometimes people ask me, “Why Clorox?” And I say, “Why not?” Right?

John: Right.

Shanique: When you get to this stage in your career, right?

John: Yeah.

Shanique: I think what you’re looking for in a role needs to feel a bit more fulfilling. So there are a couple of things that I looked at. When the opportunity at Clorox presented itself, I loved what the people-centered approach. You talk about values-driven companies and purposeful brands that really do good for the community and the world in which we live.

John: Sure.

Shanique: When I think about what surprised me, and maybe it wasn’t that surprising because I’d done my homework and everybody that I spoke to said the same thing. This idea of how Clorox is truly people-centered and they live it day in and day out, right? I saw that manifest, and I even saw that manifest in the work of IDEA and our social impact teams. I have a team of 9000 teammates. That’s how big the DEI team is. I say that because the passion that I see across our groups, whether it’s within ERGs, whether it’s in a department or our leadership, the amount of energy and integration that you see, IDEA that’s how deeply embedded it is into our company culture, our brand, how we make decisions, and our business ignite strategy. That was truly surprising, right?

You see IDEA programs or DEI programs, and it’s like a la carte, it’s on the side, it’s within HR. The fact that I reported to Linda Rendle, our CEO is a testament to the importance of the role and the fact that it is integrated into the fabric of our being and our business strategy IGNITE. I was really surprised by how much passion, not only passion, because you can have passion, but still not know what to do with that passion. But this idea of operationalizing IDEA and DEI really came to life in an amazing way in which I haven’t seen in other places that I’ve worked. I love that because I had people who were eager, but I also had people who really began not asking questions about, “How can I help?” Rather, they were asking, “Here’s how I think I can make an impact.”

So really thinking about the outcomes and what we’re looking to solve, really laddering back into, as I said, ignite, which is our business strategy, and really coming in with solutions, coming in with ideas, and not truly, or ultimately relying on my team to come with the answers, but being true thought partners in delivering IDEA. That was fascinating and refreshing, especially when you think about how exhausting this work can be in tax. It can be to know that I have a team of 9000 teammates, working in support of DEI, which is in support of ignite has been amazing and tremendous.

John: I love it. Is this out of all the wonderful brands that you’ve worked with historically, is this the first time you have a woman, or CEO heading up the organization?

Shanique: Absolutely. Let me tell you, it has been transformational for me personally, for my growth. Linda Rendle, I’m sure you’ve read up, and Linda Rendle is incredible. She is such a visionary leader that also inspires. I love the fact that we can talk shop, and then at the same token, we talk about our children. It has been transformative to see her lead with such passion and with such execution. I think she is an amazing strategist. Linda knows strategy.

I mean, I don’t know how to explain how much I’ve learned from her in the past 18 months. She comes in and she makes things better. She’s a hands-on leader. She rolls up her sleeve. She knows a lot, she remembers everything. It’s just been amazing, not only to work with Linda, but you think about our executive team. Looking at our annual report, you see our numbers, half of our executive team, 50% women, the same for our board. We have a strong history and a strong legacy of really valuing and empowering women. As a mom of a 7-year-old daughter who believes and knows that she’s going to change this world, I love and I appreciate the fact that I am able to see that come to life in my lifetime at Clorox, but also giving my daughter an opportunity to see that. Last year, during spring break, I took my daughter with me to Oakland, and we visited our R&D Center.

She was so blown away by the R&D, she met lots of scientists and was able to understand how our products were made. As someone who wants to be a scientist or an engineer and a dancer all in one, it’s been tremendous to have an opportunity and an honor to impart that to her. So as a mother of a daughter, it’s been very inspiring, and representation matters, right? Linda creates, for many people, not only a door but an opportunity and a mirror, right? You see yourself reflected, but you also see an opportunity as you grow and develop your career. So, yes.

John: Well, a couple of things. First of all, good on you to bring your daughter with you, because to me, I raised my children in all the businesses that we were involved with. It’s funny, we don’t realize this as parents, because when the kids are young, you’re just trying to get through the day. You’re trying to just do it. But there is also an aspect where we’re larger than life to our children, especially when they’re that tender and that young. So to bring them and to create an inspirational and aspirational environment for them to see what they really can be and really what they can do.

I think is good for you, mom. Number two, put aside diversity and impact, which we’re going to talk about a lot more here, but the importance of that is untold. Now, that you’re talking about the representation of Clorox in terms of women leadership in positions at Clorox, from a marketing perspective, as I’m thinking about this. It dawned on me while you were sharing the facts and the figures, that’s factually brilliant because I would assume that the people who are making the decisions, the consumer buyers out there that are buying your wonderful products are predominantly women.

Shanique: Let me quickly share a fun fact if you will indulge me for a bit.

John: Yeah, of course.

Shanique: Back in 1916, Clorox was founded in 1913, but in 1916, our first GM of Clorox Bleach. His wife, her name was Annie Murray. She is the reason why you and I used Bleaches today.

John: Wow.

Shanique: Back then bleach was used only for commercial purposes, and she was the visionary who had the idea to say, “Hey, there are other uses for bleach beyond just commercial.” So she was that visionary who did that, and that was a woman, right? One of our first GMs. When I think about just Rich Legacy around women’s empowerment. I think Women’s History Month this month, is amazing. Just to see, to have that, to be able to tell that story and many other stories across at Clorox, tremendous.

John: Women’s History Month, this episode we’re taping early in the year 2024, but it is going to air during Women’s History Month. How is that going to be, now that you said, this goes back to your DNA of the company, women making decisions that help set it apart, because what would’ve Clorox been without the bleach leading the way? So many great products have followed Women’s History Month. What are you planning in terms of celebration and honoring at Clorox company this year?

Shanique: Sure. No, thank you for that question. What I will say is that it doesn’t take Women’s History Month for us to celebrate women’s history. It happens all the time, right? In how we develop lead and nourish our teammates across the globe. We have 13 ERGs at Clorox. Our show, ERG, our biggest centered on women. They have done tremendous work in creating rich experiences that promote professional development, that create safe spaces for women to really think about how they can manifest great careers at Clorox, how we can interpret what success looks like, and finding ways to accelerate careers by thinking about different opportunities.

Our Clorox show, ERG helps us do that. Lots of programming happening across our show, ERG speakers, and Lunch and Learns. I remember last year, myself, Linda, and Stacy Greer, we all sat and did a breakfast with leaders across the company. We talked about our experiences as women leaders, but we also talked about the work that we do and drive at Clorox, so great opportunity there. Again, going back to show. The show has a mentorship program, one of the few ERGs that have a mentorship program at within Clorox.

I’ve seen the results on the board around, how folks have really started their career in one location in this particular function and 10, 5, 15 years later, they’re doing something else. When you think about Clorox and the breadth and depth of our brands, I also think about the breadth and depth of our careers and starting off in marketing, but moving to sales and maybe ending in corporate affairs. Lots of opportunities to grow and develop across the globe. I truly respect and really appreciate the vastness and the richness of our work and progress in that area.

John: You’re a year and a half into this journey at Clorox, Shanique. Talk a little bit about transparency. Does Clorox put out every year an impact report an ESG report or a combined ESG impact report? How does that work?

Shanique: Yes, we have an integrated annual report. Again, when you think about looking at ESG and DEI integrated into the business, I think it’s better when we think about how we go to market as one company, as one face, integrating that work, right? So having an impact report or ESG reports, nothing wrong with that, but we want to integrate that work into our business because it’s part of our business. It’s not something that’s set aside. In our annual report, there’s a section that focuses on our people and our work around DEI and IDEA, and ESG that we are proud of, and we’re working to close gaps every day and every year. So yes, we share that here.

John: You talked a little bit about the diversity and the wonderful way that woman is really getting their rightful turn at the wheel at Clorox. Talk a little bit about impact, what does impact mean inside Clorox? What does impact mean outside social impact mean outside of the walls of Clorox?

Shanique: Sure. Thinking about how we can use our scale and our influence to really be great citizens of our world. Social impact to me begins with people. So how do we support our people internally? When I think about our social impact programs across philanthropic efforts, we have our gift program that’s our employee matching program, and many companies have employee matching programs. So not unique to us, but we are proud of our engagement. We’ve seen upwards to over 50% engagement in our gifting employee-giving programs.

We match our employee’s contributions up to $2500. So this is a way for us to illustrate our commitment to the community and giving our teams the opportunity to give their time, their money, of their resources. We have some teams that really offer to some nonprofit organizations professional services, right? You think about ways to give, and certainly, folks want you to write a check, but sometimes they just want your brain and want your ideas. We’ve lent ourselves that way. When I think about some of the other work that came to life externally two years ago, we created what we call a healthy parks program. It’s basically around really looking through environmental justice through the lens of healthy and clean parks.

How do we create green spaces where they may not be green spaces and enhance communities and the work that we’ve done there, partnering with the Oakland community or communities in Durham, North Carolina, Atlanta, and Georgia? That work manifests itself in so many different ways. We offer grants that we give to organizations working within our pillars, the areas that we support from environmental to human rights and everything in between. Again, I believe when you are as big as we are in size and scale, share a voice in terms of how big our brands are. It’s a responsibility. We have a responsibility to pay our way in this world through our giving efforts, through how we work to build the communities where we live and work, and then pay that forward and give our employees an opportunity to do so as well.

John: Shanique, where do you draw your inspiration in terms of both the work that you do and the importance of the work that you do, and also benchmarking when you’re looking at Clorox and thinking, “Okay, here’s where we are today, but we could always be better.” Where do you look for benchmarks? Do you look at other consumer product brands or do you look to other industries as well, for benchmarking on your important diversity and impact work?

Shanique: Sure. Well, first, you’ve asked about inspiration, and that’s a very easy answer.

John: Thank you.

Shanique: I get my inspiration for my children.

John: Oh.

Shanique: They’re my star. So what I do is for them, and I want them to be able to come up to a place where they are able to pursue and dive into new opportunities and think about how they can have their impact in the world. That is at the forefront of what I’m always thinking about is just like, “How can I make the world better for our children, your children, the children of the world, and work that way?” How I work, certainly looking at different industries, looking within our industries, but really truly understanding, where are we in our work? How does it connect with our ignite strategy and look to close those gaps, right? Yes, I can find great best practices across industries or within other consumer product companies, but I also know what we’re looking to solve. Right, these are never cut-and-paste experiences.

John: Right.

Shanique: It’s about really thinking about what the needs of our business and our people and the people that we serve through our consumers and our community, and looking to close those gaps that way, so that is what I do. When I think about our gaps, and then look to find opportunities to grow and develop, how can we do this better? How can we plus up this, how can we evolve this? How can we maybe discontinue something because it’s not really adding value, and it’s really continuously evaluating the work, knowing that we’re trying to make this systemic change and grow? The one thing that I maybe would share, I love the opportunity that I have here at Clorox, and last year was afforded an opportunity to travel with my VP of sustainability to Ghana. We did some responsible sourcing work, or at least looked at some of the responsible sourcing work of our team.

John: Right.

Shanique: Burt’s Bees leads an initiative called the SheKeeper program, which really champions women-centered agriculture, economic empowerment, and commerce in Ghana. So Nikki and I traveled to Ghana with our Burt’s team and really saw firsthand the work that we’re doing to really create a better world in Ghana, and really think through not only the value in terms of building community, but also commerce piece, and really empowering women to be self-sufficient and independent, and being business owners and leaders. During that trip, we had a chance to visit six communities where we saw Beekeeping happening that were spearheaded by women.

We saw how our Shea Kernels, which is a huge ingredient we use in our Burt’s products, how Shea is harvested. So we saw how they transacted business. We saw how the Shea was harvested and created. So it starts from a nut, and then it goes through all these different processes and ends in what we see as a Shea that’s then used into our products that Burt’s. That opportunity and that experience were revelatory, and really just being able to connect and being proud of the work that we do at Clorox, because you saw that manifest in such a real and material way in Ghana. Truly a proud moment for myself for Nikki to see the community impact as well as the economic impact.

John: So you have 18 months behind you. You have your learning curve is now down. Obviously, it was down I’m sure very quickly, but like to say, it’s that really down now.

Shanique: Sure.

John: Now, we’re going into this 2024 and beyond. Ghana is amazing. That’s an amazing story. What are you excited about that you’re working on this year and beyond that you can share with our audience today?

Shanique: Absolutely. When I came into Clorox, one of the first things I did was just like, took a step back. So nobody wants someone to come in and say, “Hey, we have to do this, we have to do this, we have to do this.” So, yeah, I was like, “No, I want to spend some time listening and learning.” Again, there were amazing programs in place, I came and I have not authored all these great things that have happened at Clorox. I inherited these things, right? We are at a place of evolution. We’re a place of evolving, I’d like to say, plus upping. So looking to find the work that we currently lead, how can we enhance it?

Again, putting that through that lens are we still solving for this? Are we utilizing the best resources? How can we drive systemic change? So change is not just something that happens one time, but it’s lasting and sustainable. Looking at that, I spoke to the passion of our teammates and giving them, and the excitement that they come with. I’m trying to bottle up that excitement and then redirect in places where we need more support, right? So thinking about how can I utilize my huge team, which is the entire organization, to then move on to different areas within our idea work. So allyship is something that we’re looking at and creating an allyship framework to say, “Here’s how we do allyship at Clorox.”

I talk about how we decenter ourselves to center other people, how we take our insiderness and bring folks in from the margins inside who are outsiders. How do we do that? How does that come to life in a workplace, right? It comes to life through mentorship, it comes to life through sponsorship, it comes through life through making space, and giving people an opportunity to express themselves. So excited to see that work come to life. Last year, we launched IDEAcon, which was a week-long takeover of all the idea work that we’ve done. We did it intended with the launch of our strategy that we spent about six months working on.

It was a moment in time when we gathered our employees from across the globe. I think at the end more than like 30 plus events we’ve had. We had external speakers coming in. We had folks from our business talking about how our brands integrate with IDEA and ESG. It was a tremendous opportunity for learning, but equally a tremendous opportunity for networking and community building in a place where folks are coming back to the office more consistently. We want to create those spaces where folks are excited to come to work, right? Not only for the work that they lead and their teams but what other experiences can we offer at Clorox that would really resonate with our teammates? This idea of a great place to work, a great place to thrive, and a great place to grow. So, I’m really excited about what’s ahead for us.

John: I love it. For our listeners and viewers to find Shanique and her colleagues, they can go to www.thecloroxcompany.com. Shanique, thank you for joining us today. I want you to feel very free to come back on our show and share your continued journey at Clorox. This is really important and impactful work that you’re doing. I’m so grateful not only for your time today, but I’m so grateful for all the work that you and your colleagues are doing at Clorox, and especially, I’m really grateful that you’re making the world a better place.

Shanique: Thank you, John. Thank you so much for having me. I would love to be back, maybe back next with our head of sustainability. Lots of good work happening in Clorox, and grateful for the opportunity to be able to share that good work and progress. Thank you.

John: This edition of the Impact Podcast is brought to you by Engage. Engage is a digital booking platform, revolutionizing the talent booking industry with thousands of athletes, celebrities, entrepreneurs, and business leaders. Engage is the go-to spot for booking talent, for speeches, custom experiences, live streams, and much more. For more information on Engage or to book talent today, visit letsengage.com. This edition of the Impact podcast is brought to you by ERI. ERI has a mission to protect people, the planet, and your privacy, and is the largest fully integrated IT and electronics asset disposition provider and cybersecurity-focused hardware destruction company in the United States and maybe even the world. For more information on how ERI can help your business properly dispose of outdated electronic hardware devices, please visit eridirect.com.