Month: June 2025

Each year, more than seven million tons of logs travel safely across PotlatchDeltic’s extensive network of forest roads, crossing numerous streams using approximately 39,000 culverts and 100 bridges. Responsibly managed stream crossings are essential to sustainable forestry operations. PotlatchDeltic carefully designs, constructs, and maintains stream crossings to protect water quality, while balancing optimal environmental performance and operational efficiency.

Regional conditions significantly influence PotlatchDeltic’s stream crossing strategies. In Idaho, steep terrain and seasonal weather restrict road-building windows to approximately four months during the year. Culverts, sized based on drainage area, fish presence, and regulatory standards, are commonly used for crossings because they are cost effective and easy to install. Bridges, reserved for larger streams or challenging terrain, also provide essential fish passage and durability. Annual inspections and rigorous design standards ensure culverts and bridges perform reliably under Idaho’s Forest Practices Act.

In the U.S. South, flatter terrain and extensive water networks present different challenges. PotlatchDeltic increasingly utilizes portable bridges, representing an evolution from traditional methods for temporary crossings that required extensive creek bank disturbance and sedimentation management. Portable bridges, owned and deployed by the company, offer quicker installation and removal, significantly reduce sedimentation risks, and improve operational access. Contractors prefer these portable solutions for their operational efficiency, reduced cleanup requirements, and minimal environmental footprint.

Maintenance and inspection are ongoing commitments integral to PotlatchDeltic’s stream crossing management. Bridges are inspected annually by external engineers, while culverts undergo routine evaluations within landscape assessments conducted on three- to five-year rotations, depending on environmental risk factors such as landslide susceptibility. Additionally, culverts and crossings are proactively inspected before and after timber harvest operations to promptly identify and address potential environmental concerns.

Through strategically designed, constructed, and thoroughly maintained stream crossings, PotlatchDeltic effectively balances sustainable forest management practices with economic objectives, safeguarding water quality and aquatic ecosystems for future generations.

FORWARD-LOOKING STATEMENTS

This release contains certain forward-looking statements within the meaning of the federal securities laws. Words such as “annually,” “ongoing,” “routine,” and similar expressions are intended to identify such forward-looking statements. These statements reflect management’s views of future events based on assumptions and are therefore subject to known and unknown risks, uncertainties, and other factors, and are not guarantees of future conduct, results, or policies. Please view the Cautionary Statement Regarding Forward-Looking Information on page 32 of PotlatchDeltic’s 2024 Corporate Responsibility Report.

BOSTON, June 10, 2025 /3BL/ – Veolia is proud to announce that it has earned the exclusive Intel EPIC Supplier Award for 2025. This award recognizes the top performers in the Intel supply chain for their world-class commitment to continuous improvement and performance excellence over the past year.

“Congratulations to Veolia on receiving the Intel EPIC Supplier Award, Intel’s highest supplier recognition,” said Frank Sanders, corporate vice president and general manager of Global Supply Chain Operations at Intel. “Their unwavering commitment to quality, drive for excellence, and dedication to technology innovation make them vital to our success. We greatly appreciate their collaboration and continued focus on results.”

“As one of a select few companies awarded the Intel EPIC Supplier Award in 2025, Veolia is truly one of the best suppliers in the semiconductor industry,” said Dave Bloss, corporate vice president and general manager of Global Sourcing for Equipment & Materials at Intel. “Their customer orientation and commitment to superior performance is a testament to their dedication and serves as a global benchmark for others to follow.”

The Intel EPIC Supplier Award recognizes the top performers in the Intel supply chain for their dedication to “EPIC” performance—Excellence, Partnership, Inclusion and Continuous Improvement. Of the thousands of Intel suppliers around the world, only a few hundred qualify to participate in the EPIC Supplier Program.

To qualify for the Intel EPIC Supplier Award, suppliers must exceed the highest expectations and achieve aggressive strategic objectives aligned to Intel’s priorities.

Get more information about the Intel EPIC Supplier Awards
Find the latest at the Intel Newsroom: https://newsroom.intel.com
Visit the Intel EPIC Supplier Awards page: https://www.intel.com/content/www/us/en/supplier/governance/quality/epic.html

▁▁▁ 

ABOUT VEOLIA NORTH AMERICA

A subsidiary of Veolia Group, Veolia North America (VNA) offers a full spectrum of water, waste and energy management services, including water and wastewater treatment, commercial and hazardous waste collection and disposal, energy consulting and resource recovery. VNA helps commercial, industrial, healthcare, higher education and municipality customers throughout North America. Headquartered in Boston, Mass., Veolia North America has more than 10,000 employees working at more than 350 locations across the continent.
www.veolianorthamerica.com 

ABOUT VEOLIA GROUP

Veolia Group aims to become the benchmark company for ecological transformation. Present on five continents with 215,000 employees, the Group designs and deploys useful, practical solutions for the management of water, waste and energy that are contributing to a radical turnaround of the current situation. Through its three complementary activities, Veolia helps to develop access to resources, to preserve available resources and to renew them. In 2024, the Veolia group provided 111 million inhabitants with drinking water and 98 million with sanitation, produced 42 million megawatt hours of energy and treated 65 million tons of waste. Veolia Environnement (Paris Euronext: VIE) achieved consolidated revenue of 44.7 billion euros in 2024. 
www.veolia.com

▁▁▁

CONTACT
VEOLIA NORTH AMERICA
Matt Burgard
203-859-4168
matthew.burgard@veolia.com

As part of the Entertainment Industry College Outreach Program’s (EICOP) HBCU in LA Summit Week, AEG, the leading sports and live entertainment company, hosted more than 40 interns from Historically Black Colleges and Universities (HBCUs) at its L.A. LIVE campus on May 30, 2025.

The event brought industry talent and executives from AEG and across the entertainment sector together and offered students a chance to participate in panel discussions, mentoring sessions and learn first-hand about jobs in the sports and live event industry.

The day kicked off with a behind-the-scenes tour of Crypto.com Arena, the L.A. LIVE campus and the GRAMMY Museum. The students then had a chance to speak one-on- one with industry professionals over lunch, including executives from various AEG business units such as Goldenvoice, AEG Presents, AXS, and Crypto.com Arena. The networking lunch was organized by AEG’s employee network group Black Equity@AEG.

Following lunch, AEG President and CEO, Dan Beckerman spoke to the students about today’s increasingly complex workforce needs, and why developing early talent from a variety of institutions is essential for operational and strategic success.

Students also participated in a fireside chat moderated by Stacy Milner, EICOP Founder and CEO, and Debra Lee, Chairman and CEO of BET, at Crypto.com Arena’s Lexus Club. During the conversation, Lee shared her perspective on leadership, breaking barriers, and shaping the future of media.

“Hosting the HBCU LA event is about giving students exposure and access—two key components that can make all the difference in their careers,” said April Barfield, Sr. Manager – University Relations at AEG. “It’s not only important that these talented students learn about the live event industry but that our workforce also reflects the communities we serve.”

The Entertainment Industry College Outreach Program is a non-profit educational arts workforce development organization, dedicated to educating, training, and recruiting the best and brightest student leaders from our nation’s Historically Black Colleges, Universities and other Minority Serving Institutions for careers across all aspects of the entertainment, music, sports, gaming and tech industries. Click here to learn more about the organization.

LinkedIn

Yum! Brands recently received the prestigious Community Cornerstone Award from Metro United Way, a non-profit organization focused on empowering the community in Yum!’s hometown of Louisville, Kentucky.

The Community Cornerstone Award celebrates companies that believe in building a stronger Louisville for all, and highlights Yum! Brands’ all-in approach to driving real impact through fundraising, leadership, employee engagement and volunteerism.

This award is a meaningful testament to the dedication and hard work of Yum! Brands employees and Yum!’s ongoing commitment to making a difference.

Let’s face it—workplace wellbeing is a hot topic. Companies talk about prioritizing workplace wellness. Leaders talk about how they want the best for their teams. But what does it really look like to implement real, lasting change in how people feel at work? Oftentimes, it’s unclear what is actually being done, or even where to start when it comes to workplace wellbeing.

If you’re a leader, health and safety manager, or just someone who cares about building better workplaces, it’s essential to understand that wellbeing isn’t just a nice-to-have. It’s foundational. While workplace wellbeing can be related to employee happiness, it is essential for performance, retention, and the future of work itself.

In a recent webinar, The Harvard Business Review discussed the new book, Why Workplace Wellbeing Matters: The Science Behind Employee Happiness and Organizational Performance by Jan-Emmanuel De Neve and George Ward, where they dive into a new approach to employee wellness and what organizations can do to boost productivity and happiness amongst their teams. Here’s what they say:

The first step is to think about the current state. Ask yourself, so, how are we really doing? 

• How fulfilling is work for your team?
• What’s the actual state of wellbeing in your organization?
• What are the consequences when wellbeing isn’t prioritized?

Spoiler alert: burnout, disengagement, quiet quitting, and turnover—all cost a lot more than proactive support efforts.

After determining the current state, the next step is to establish a systematic approach for change. 

Wellbeing isn’t solved by a mindfulness app or a lunchtime yoga session. It’s important to note that while these quick fixes aren’t bad, they simply don’t address the core of what’s driving dissatisfaction. These programs can be seen as worker-based or trying to “fix the worker.” But to get to the core of what’s driving wellbeing, we need to take a hard look at fixing the work. The path forward? A systematic, data-driven approach.

To start, let’s first distinguish between:

• How you feel at work (stress levels, belonging, relationships)
• How you feel about work (pay, culture, leadership trust)

In other words, separate inputs from outputs. What’s causing what?

Meet the Drivers of Wellbeing: The D.R.I.V.E.R. Framework 

Through research conducted by De Neve and Ward in Why Workplace Wellbeing Matters: The Science Behind Employee Happiness and Organizational Performance, six main categories emerge as consistent drivers of wellbeing (often abbreviated as DRIVER):

• Direction and purpose
• Relationships and belonging
• Inclusion and fairness
• Value and recognition
• Effort and workload balance
• Rewards and compensation

Pay and flexibility often get the spotlight for workplace wellbeing, but the most underappreciated factor is belonging and acknowledgement. People want to feel seen and want to experience fairness in the workplace. They want to know their company—and their coworkers—care about them as people.

“People don’t quit jobs. They quit bosses and management.”

And when social connection gets neglected (especially in favor of compensation alone), retention takes a hit. High-paying roles aren’t enough to keep people if they feel invisible.

What Are Successful Companies Doing? 

There’s no one-size-fits-all model when it comes to workplace wellbeing. But companies that are getting it right are doing these two things well:

1. They evaluate what truly matters.
   This includes separating outcomes (engagement, retention, quit rate) from their drivers (relationships, flexibility, inclusion).
2. They act on data. 
   For example, implementing a survey across an organization can be a first step to reach employees and begin to assess and improve well-being. Regardless of the industry, surveys provide valuable information to an organization.

The point? Any company, in any industry, can get this right. And the best companies are using data, not assumptions, to guide their decisions.

Why It Matters More Than Ever 

Investing in wellbeing isn’t just about being a “nice” company. It’s a competitive advantage across three critical business levers:

• Recruitment: Job seekers increasingly factor in wellbeing. For example, job ads that didn’t mention wellbeing led to fewer applications.
• Retention: Stressed employees are job hunting. Constantly. Most people browse jobs while still employed. High stress = high attrition = high cost to companies.
• Productivity: Engaged teams are more empowered, more creative, and more resilient.

The financials back this up: companies with high average wellbeing outperform traditional benchmarks in the stock market. It’s not a short-term feel-good publicity stunt—it’s a measurable return on investment (ROI).

What About Artificial Intelligence (AI)? 

People are worried that AI is going to take our jobs. But that’s the wrong question. Instead of asking how many jobs AI will affect, we should ask how it will affect work itself.

Will AI reduce wages? Will it limit flexibility? Or could it actually improve work by removing tasks people find tedious or draining?

Technology isn’t inherently good or bad, it’s about how we use it. We need to ask ourselves: How can AI be shaped to improve wellbeing across each DRIVER category?

We should aim for AI to augment the human experience, not replace it. The future of work will require more social intelligence, not less. And AI can help enhance social intelligence.

Where Do We Go from Here? 

Workplace wellbeing is not a human resource issue. It’s an organizational issue. Everyone, from the C-suite to line managers, needs to be engaged in the solution. Leaders should act as bridge builders. They should not treat wellbeing as a side activity but instead embed it into how work is managed.

Forget ping pong tables and wellness weeks. Let’s build workplace wellbeing into systems and cultures where people actually want to show up—and stay.

Questions? Reach out to our Health & Safety team today! Or, if you’re in the Retail Industry, reach out to our Retail team today to discuss workplace wellbeing at your organization.

Reductions represent $250 million in cost avoidance since 2019

MIAMI, June 10, 2025 /3BL/ – Carnival Corporation & plc (NYSE/LSE: CCL; NYSE: CUK), the world’s largest cruise company, today announced it achieved a 44% reduction in unit food waste in 2024 compared to 2019 levels, surpassing its 2025 40% reduction target a full year ahead of schedule and is well on its way toward its 50% reduction goal set for 2030.

The significant reductions are a result of the company’s ongoing “Less Left Over” food management strategy focused on its world-class cruise lines finding smart ways to ensure food and ingredients don’t go to waste. Since 2019, the company has avoided over $250 million in food costs by finetuning its provisioning, preparation and meal service practices to further enhance the dining experience for its almost 13.5 million annual guests and to reduce the amount of uneaten food globally in its operations.

“Our Less Left Over strategy is powered by dozens of large and small programs and technologies across our cruise lines to cut food waste by 50% by 2030,” said Josh Weinstein, CEO of Carnival Corporation. “But more than that, it’s also a global rallying cry that is turning everyday actions into lasting impact by nurturing a shared mindset among our 160,000 talented team members – a mindset that values creativity in delivering amazing meals for our guests and crew while getting the most out of our resources. It’s great for the planet and our bottom line.”

Optimizing Every Delicious Bite

Carnival Corporation’s success in reducing food waste stems from its holistic approach to addressing every step of the food lifecycle onboard its ships and in its land operations, from sourcing to prep to dining services. This includes:

• Using real-time analytics, intelligent systems and data driven insights for purposeful ingredient purchasing, dynamic menu planning, and prep-to-plate operational precision.
• Leveraging AI-powered systems and real-time data tracking to align food prep with live guest and crew meal service flows and dining patterns.
• Emphasizing food and meal plating techniques that showcase the company’s culinary creativity while enhancing visual presentation and minimizing waste.
• Training our crew and empowering them with the knowledge and confidence to inspire ownership and action in reducing food waste and loss across every aspect of the operation.
• Serving ‘just right’ portions so guests enjoy a satisfying meal that fills the plate with the option to come back for a second helping.
• Pioneering solutions like donating surplus ingredients and meals to a growing network of food banks in communities facing food scarcity, which is continuing to scale significantly for the benefit of our destination partners.

While the goal is less food left over to discard, just like eating at home there will always be food and food preparation items remaining after your meal. In those cases, Carnival Corporation takes a circular economy approach to find meaningful ways of creating productive value from any remaining food materials by transforming what might have been waste into useful resources. One of the many ways the company is maximizing the usable life of the food products is to repurpose food scraps into new products – from upcycling used coffee grounds to produce vegan soap products to converting used cooking oil into biofuel for its land-based tour bus operations in Alaska.

Tackling Leftovers with Technology

When leftovers cannot be repurposed into other resources, Carnival Corporation still finds ways to ensure there is ‘less left over’ by investing in innovative waste management technologies and systems to minimize the impact of the small amount of unused food scraps that remain. Going well beyond regulatory requirements, these combined technologies substantially limit the impact from conventional food waste disposal methods, such as landfills, while contributing to even more sustainable and efficient operations.

For example, one way the company treats and manages left-over food onboard is with its over 630 biodigesters installed fleetwide as of the end of 2024. These “metallic stomachs” use natural bacteria to organically break down and liquify uneaten food to a tiny fraction of its original volume. Carnival Corporation also relies on over 90 dehydrators and dryers installed across the fleet to remove excess water from hard-to-break-down food items, such as fruit rinds, shrinking the remaining hard waste volume by approximately 90%. The dried material can then be ground down into an organic pulp for possible use as organic mulch and compost or offloaded.

Carnival Corporation’s food management strategy forms a cornerstone of its broader waste management and circular economy initiatives from ship to shore, which aim to manage natural resources efficiently and focus on keeping products and materials in use as long as possible through reuse, recycling, refurbishment and maintenance. These efforts are part of the company’s overarching sustainability vision to reduce its environmental impact overall and provide sustainable financial results for its stakeholders. To learn more about Carnival Corporation’s purpose and our positive impact worldwide on people and the planet, go to www.carnivalcorp.com/impact/.

###

About Carnival Corporation & plc
Carnival Corporation & plc is the largest global cruise company and among the largest leisure travel companies, with a portfolio of world-class cruise lines – AIDA Cruises, Carnival Cruise Line, Costa Cruises, Cunard, Holland America Line, P&O Cruises, Princess Cruises, and Seabourn.

For more information, please visit www.carnivalcorp.com, www.aida.de, www.carnival.com, www.costacruises.com, www.cunard.com, www.hollandamerica.com, www.pocruises.com, www.princess.com, and www.seabourn.com.

To learn more about Carnival Corporation’s purpose and our positive impact worldwide on people and the planet, go to www.carnivalcorp.com/impact/.

Carnival Corporation Media Contacts:

Jody Venturoni, Carnival Corporation, jventuroni@carnival.com

Janna Rowell, Carnival Corporation, jrowell@carnival.com

Verizon

If finding yourself in a dark warehouse filled with dozens of mannequins in disarray sounds like an unlikely beginning for a new business — well, it probably is. But that’s precisely where Judi Henderson’s entrepreneurial journey began.

“It was eerie, but something about it still drew me in — maybe my days of playing with dolls,” says Henderson. Today, Henderson, 67, is the owner of Mannequin Madness, a flourishing mannequin sales, rental and recycling business that has grown thanks to her willingness to embrace digital tools like AI, social media and online learning.

She describes her company’s beginnings as a ‘happy accident,’ when she went to the Oakland, California warehouse in 1999 to buy a single mannequin for an art project. When the seller told her he was closing up his mannequin rental business, Henderson’s entrepreneurial instincts kicked in — and Mannequin Madness was born.

The mannequin business is as unique a niche as it sounds. On a day-to-day basis, Henderson might be loaning her mannequins, typically recycled from department stores, to fashion students, luxury stores, or for events. Sometimes her warehouse is rented for photo or video shoots, too. “There’s always a lot of variety happening here,” Henderson says. “In the 20 years I’ve been in the business, no day is like the previous day.”

Henderson loves her product — and keeping discarded mannequins out of landfills by giving them new purpose — but with no previous experience as an entrepreneur, she found challenges in running business operations. Resources such as Verizon Small Business Digital Ready have helped her keep pace in the age of digital marketing. “I like online learning,” Henderson explains. “I love the convenience factor of it.”

Social media didn’t exist as a marketing tool 25 years ago when Henderson launched Mannequin Madness, but now Digital Ready has helped teach her how to utilize it for business, including understanding which platforms are most strategic. “Some of the courses [on social media] allowed me to really zero in on where’s the best place for me to spend my time and money,” Henderson says.

With inspiration from Digital Ready courses, Henderson has even embraced AI as a tool for business, using it to generate images to revamp her website, to help create content for her blog, or even to add whimsy to her writing. “AI is my new friend. It’s just like having another staff member,” Henderson says. “And I’m pretty sure if I had not initially taken some of those classes on AI in the Digital Ready program, I would not be embracing it with as much gusto as I am now.”

Also having taken advantage of live coaching events and 1:1 Reviews with small business experts, Henderson appreciated seeing diverse people, of all ages and races, taking part in the Digital Ready program. “You can see people who kind of look like you, who were giving you advice. I like that,” she says. And the price point can’t be beat. “I’m amazed that something that’s free has so much value,” Henderson says.

Beyond learning new skills, Henderson has also made sure her business stays connected with the right technology. She’s a Verizon Business customer, using mobile devices, a tablet, and a smartwatch to manage her growing operations. “They upgraded my equipment with signing up for a [promotional business] package. So I now have an updated phone, especially great for taking photos, which are critical for my business.”

Even as the landscape for her business changes with metamorphosis of the retail market, Henderson is putting off retirement and pivoting her company to focus on art projects, DIY crafting, and more. “I am a little bit past retirement age, but I still love what I’m doing,” Henderson says. “I have so much fun and creativity and freedom in my job. It doesn’t feel like a job.”

Verizon Small Business Digital Ready is part of Verizon’s goal to support 1 million small businesses by 2030 with free resources to help them succeed. To sign up, visit Verizon Small Business Digital Ready. Visit CitizenVerizon.com to learn more about the company’s responsible business efforts. An individual user’s experience may vary and results are not guaranteed.