“He championed the Lighthouse project to demonstrate the importance of supporting the sites where Truist operates.”
In the fall of 2009, sweat fairness took on new meaning for at least two-thirds of BB&T’s 30,000 employees at the time, with Winston-Salem being somewhat of a guinea pig for the project initiative. Lighthouse.
BB&T allocated $ 3 million in the first year, based on a contribution of $ 100 for each employee, along with paid time off to serve.
Employees, including King and the management team, were involved in 1,005 projects in 2009. They pulled weeds, painted chairs, built walls, assembled toys, organized museum tours, prepared packages. care for overseas troops and stocked pantries.
Fast forward 12 years, and The Lighthouse Project has completed over 12,000 community service projects and employee volunteers have spent over 700,000 hours working to serve over 18 million people in need.
“The impact of the Lighthouse project has been enormous,” King said.
“It was an extension of my philosophy and the philosophy of our team, that we had to give back – we had to do something – during the dark days of the Great Recession.
“There were so many people, so many organizations, really struggling and suffering at the time,” King said. “There are people who are really struggling and suffering right now in this pandemic.