Month: July 2025

Happy National Soccer Day! Today, July 28, is recognized across the United States as a celebration of the sport and its players, coaches, and fans. Henkel is an Official Sponsor of U.S. Soccer, and we are proud to celebrate alongside our partners.

Henkel and U.S. Soccer share an aim to increase awareness and accessibility of the sport for underserved communities across the country, and both organizations work throughout the year towards achieving this goal.

Kicking Off a Brighter Future: Empowering the Next Generations

Henkel is a supporting partner of American Youth Soccer Organization (AYSO) Clinics, which take place in multiple locations across the country throughout the year. Henkel employees will soon hear more about the opportunity to sign up and bring their children along to clinic sessions later this year. All participants will get first-hand experience with the benefits of youth sports, including better overall academic performance, lower stress levels, greater self-confidence, improved cognitive performance, and more creativity. It is important to equip the next generation with the tools they need to excel, and participation in youth sports such as soccer can be a big step in achieving this goal. The work being done to increase access for all young athletes in the world of sports is essential to ensuring a long and successful future of the sport and a next generation that is primed to succeed.

Sarah Davis, National Business Manager, Henkel Consumer Brands, and her daughter Kenzie (pictured to the right) attended the U.S. Women’s National Team match against Ireland in Cincinatti earlier this summer. Kenzie’s dream is to one day play on the USWNT, and was excited to cheer them on to victory while spotting Henkel and its brands’ logos around the stadium.

Soccer for All: Building Stronger Communities 

U.S. Soccer also seeks to expand access to the sport and supercharge communities across the country through the Soccer Forward Foundation. The foundation hosts community spotlights and raises funds in pursuit of their mission to take soccer’s power and the difference it can make to a whole new level of building healthier and more connected communities. Through their events, grants, and other resources, they aim to make soccer a force for good — accessible to everyone in the U.S., everywhere in the U.S.

Soccer is not only a super accessible activity, but also a source of many life lessons. It provides a basis for learning, encouraging kids to practice critical thinking, self-advocacy, and resiliency in an engaging, safe environment. And I’ve personally watched them grow from it.
Becky Kristopeit, Director of Sustainability and Climate Impact at Henkel Adhesive Technologies

As we celebrate National Soccer Day, we are proud of the work being done through collaboration between Henkel and U.S. Soccer to build strong teams on the pitch and in the workplace.

Originally published in GoDaddy’s 2024 Sustainability Report

United Nations Sustainable Development Goals (SDGs)

SDG Goal: SDG 5: Gender Equality

Actions: 

• People & Culture > Business Aligned People-Centered Strategy, pp. 20-25

SDG Goal: SDG 7: Affordable and Clean Energy 

Actions: 

• Environmental Impact > Energy, p. 45

SDG Goal: SDG 8: Decent Work and Economic Growth 

Actions: 

• People & Culture, pp. 19-30
• Customers & Communities > Inclusive Entrepreneurship, pp. 13-16

SDG Goal: SDG 9: Industry, Innovation, and Infrastructure

Actions: 

• Responsible Governance & Operations, pp. 31-41

SDG Goal: SDG 10: Reduced Inequalities 

Actions: 

• People & Culture > Business Aligned People-Centered Strategy, pp. 20-25
• People & Culture > Employee Experience, pp. 26-29
• Customers & Communities > Inclusive Entrepreneurship, pp.13-16,
• Customers & Communities > Community Engagement, p. 17

SDG Goal: SDG 13: Climate Action

Actions: 

• Environmental Impact > Climate Change, pp. 43-44

SDG Goal: SDG 16: Peace, Justice, and Strong Institutions

Actions: 

• Customers & Communities > Customer Experience, pp. 11-12

 

Task Force on Climate-Related Financial Disclosures (TCFD)

Topic & Focus Area: 

Governance

Board of Directors oversight of climate related risks and opportunities:

Our Board of Directors is responsible for overseeing GoDaddy’s enterprise-wide risks, the formation of our long-term strategic, financial, and organizational goals, and the plans designed to achieve such goals. The Board of Directors and its committees also oversee strategic, legal, regulatory, financial, management, and operational risks.

The Nominating and Governance Committee oversees GoDaddy’s sustainability strategy, practices, and programs, including in relation to risk mitigation and reporting. The Nominating and Governance Committee also reviews public disclosures on such matters, including our proxy statement and annual sustainability report. The Nominating and Governance Committee regularly reports to the Board of Directors on these topics.

• About GoDaddy > Sustainability Governance, pp. 8-9
• Honest & Ethical Conduct > Corporate Governance, p. 33

Management’s role in assessing and managing climate-related risks and opportunities

We maintain a Sustainability Working Group, which supports our ongoing commitment to sustainable practices and transparent disclosures. The Working Group, which is chaired by the Corporate Sustainability and ESG Team (the ESG Team), is a cross-functional team comprised of leaders across our organization who represent GoDaddy’s priority topics. The Working Group is responsible for guiding and executing the company’s sustainability strategy by managing and monitoring our sustainability impacts, risks, and opportunities.

The ESG Team is responsible for reviewing and reporting on climate-related issues, including progress toward overall climate related goals. The ESG Team works closely with GoDaddy’s Corporate Secretary on sustainability matters. In addition, members of our global leadership team are responsible for the management and oversight of GoDaddy’s GHG emissions, including as they relate to our data center operations. These executives, and key members on their teams, have collaborated with the ESG team on the development of GoDaddy’s corporate GHG emissions reduction targets.

In addition, our Assurance, Risk, and Compliance Team is responsible for maintaining GoDaddy’s risk management framework and identifying internal and external risk factors that prevent the company from achieving its strategic and operational objectives. Leveraging GoDaddy’s risk management framework methods and criteria, this team supported the ESG Team’s assessment and identification of potential climate-related risks and opportunities.

• About GoDaddy > Sustainability Governance, pp. 8-9
• Honest & Ethical Conduct > Corporate Governance, p. 33

Strategy

Climate-related risks and opportunities the organization has identified over the short-, medium-, and long-term

In our 2024 qualitative scenario analysis, we identified potential climate-related physical risks related to our data center operations and offices. The scenario analysis also assessed nine hazards to identify the impact of climate-driven extreme weather events (acute) and longer-term changes in water stress (chronic). The analysis presented extreme heat as the single hazard that uniformly increases across all assets from the present-day to the short- and medium-terms. Other hazards were assessed as site-specific hazards with certain of such risks assessed as high in the present-day and remaining elevated through the medium-term period. In addition, the analysis identified potential transition risks for the organization, which included carbon pricing, mandates on efficiency and carbon emissions from existing products, and costs associated with a transition to lower carbon pathways. These potential risks increase from the present day through the short- and medium-terms with the magnitude of increase depending on scenario.

Potential opportunity drivers were also identified, including enhanced business continuity and resilience planning, value-chain decarbonization, industry climate leadership, impact investing, and customer demand for sustainable products and solutions. Potential transition opportunities assessed include expanding global renewable energy capacity and adoption of additional energy-efficiency measures to reduce environmental impact and increase consumer confidence and favorability. Both opportunities show an increased magnitude of opportunity from the present day through the short- and medium-terms.

Impact on business, strategy, and financial planning

Our Double Materiality Assessment (DMA) identified impacts, risks, and opportunities (IROs) across GoDaddy’s business operations encompassing a range of ESG topics. The DMA process and IRO list originated through engagement with GoDaddy management and subject matter experts. The business and external impacts were assessed through a materiality scoring aligned with GoDaddy’s risk management system. This materiality scoring included financial, operational, reputational, compliance, and partnership components. The scoring was informed through physical and transition climate scenario analysis. The IRO scoring and materiality determination were reviewed by members of GoDaddy’s management team.

Scenario analysis and resiliency strategy

In 2024, we engaged a third-party firm to carry out a qualitative scenario analysis to assess potential climate-related physical risks related to our data center operations and offices at an asset- level, both owned and leased, for present-day, short-, and medium-term time periods and for both lower and higher emission scenarios. Scenario analyses were also carried out for potential transition risks and opportunities for two future scenarios.

Assessing three time periods and multiple climate scenarios provided information on the uncertainty and variability of potential climate-related risks and opportunities and their potential impacts on our sustainability strategies across different planning horizons.

The scenarios chosen also provided lower and higher impact views on potential risks and opportunities, giving a fuller range of outcomes to inform decision making. The asset-level nature of the physical scenario analysis can also be used to inform adaptation and resilience planning for specific GoDaddy owned and leased sites. The approach to transition scenario analysis allows for updating of scenarios as global and regional policies evolve.

Risk Management

Process for identifying and assessing climate-related risks

Our DMA included climate-related physical and transition risks. These risks were assessed through a materiality scoring process that considered likelihood and severity of impacts across various categories, including financial, operational, reputational, compliance, and partnerships to provide measures of inherent risk to which control and mitigation measures can be applied to determine levels of residual risk. The DMA process included the development of a comprehensive IRO register reflecting GoDaddy’s most important potential risks, including those related to climate change.

Process for managing risk

Climate-related risks are managed by the ESG Team in collaboration with leaders from across the organization. These leaders are responsible for monitoring and responding to any specified risk that could impact the company’s strategic or operational objectives.

Integration into overall risk management

Our ARC Team leads our enterprise risk management program. The ARC Team is responsible for identifying key risks that could impact the company’s strategy, operations, or compliance. The ARC Team assists our Leadership Team in defining metrics to monitor such risks and respond proactively.

GoDaddy’s assessment of potential climate-related risk and opportunity leveraged standard criteria used in our risk management framework. Following GoDaddy’s standard processes, potential climate-related risks that could impact the company’s strategic or operational objectives are managed by the ESG Team in collaboration with leaders from relevant teams to monitor and respond to any specified risks.

Metrics and Targets

Metrics

• Absolute Scope 1, 2, and 3 GHG emissions
• Percentage renewable electricity procured
• Energy Usage

Appendix > Frameworks & Metrics > Environmental Metrics, pp. 48-49

Scope 1, 2, 3 Emissions

GoDaddy discloses its Scope 1, 2, and 3 GHG emissions in the Framework & Metrics section of this report.

Appendix > Frameworks & Metrics > Environmental Metrics, pp. 48-49

Targets

GoDaddy has a goal to reduce Scope 1 and 2 emissions (market-based) by 90% by 2030 from a 2019 baseline.

Environmental Impact > Climate Change, pp. 43-44

To learn more, read our 2024 Sustainability Report.

About This Report

This GoDaddy 2024 Sustainability Report details our progress toward our corporate sustainability goals, strategies, and initiatives in support of our overarching corporate mission and values. Unless otherwise noted, this report reflects our corporate sustainability performance across our global operations covering the fiscal year period from January 1 to December 31, 2024. To demonstrate our commitment to transparent communication regarding our sustainability progress, we routinely share updates through our website and our annual Sustainability Report. We welcome your questions, comments, and feedback on this report by contacting ESG@GoDaddy.com.

This report references the Global Reporting Initiative (GRI) Standards, includes select Sustainability Accounting Standards Board (SASB) metrics for the Internet Media and Services sector, and the Task Force on Climate Related Financial Disclosures (TCFD). We also disclose our contributions and progress toward priority UN SDGs. For additional information on how we align with these frameworks and key indicators demonstrating our sustainability performance, please refer to the Frameworks & Metrics section.

A pressing safety concern for low-risk workplaces is active threat incidents, which are immediate violent actions or threats that fall under the broader category of workplace violence. Workplace violence and active threat incidents are on the rise for low-risk workplaces and can affect almost any business. Businesses that do not proactively manage risks around workplace violence can face serious consequences: from brand distrust and impact on leadership, to harm to employees and even loss of life. While it can be difficult to prepare for and communicate this sensitive issue, employers have an obligation to empower their employees, determine prevention strategies, and plan their responses to these difficult crises.

While many companies have implemented training and drills for active threat scenarios, fewer have taken broader preventative measures to reduce the likelihood of such incidents occurring in the first place. In this piece, we dive into measures any company can take to start integrating active threat preparedness and prevention into their company culture.

Understanding the Risks and Rewards

Precursors to workplace violence can come in many forms: from situations that might seem like non-issues, like drinking alcohol at a work event, to conflicts that are clearly a problem, like domestic violence or bullying. Low-risk offices and retail spaces need to be watchful of the following situations and triggers that can be indicators of future workplace violence or active threats:

• Domestic violence
• Disgruntled employee (especially those that are terminated)
• Worker conflict
• Stalking
• Road rage
• Workplace stress
• Bullying, harassment, or threats
• Mental health issues
• Drinking situations and drunkenness at work
• Safety culture issues
• Employees who screen for graphic content

There is another category of workplace violence that is important to watch out for and incorporate into Workplace Violence Prevention Plans and Emergency Response Plans: random violence. Random violence is any occurrence of unstable people (whether they work at the company or not) randomly choosing to attack a workplace. To address random violence, organizations need to ensure there are safety protocols in place to allow employees to restrict access to their facility.

Recent active threat situations have garnered extreme amounts of media attention and sparked concerns around workplace health and safety and preparedness. As technology, social media, and public access to low-risk spaces grows, understanding the risks and taking steps to address them is no longer a low priority.

Supporting employees through workplace violence planning, training for prevention and response, and on-going assessment are the keys to creating safe workplaces. These steps help employees to feel the organization cares about their health and wellbeing. Another bonus? Taking steps to support employees also helps establish a transparent and open safety culture that encourages employees to share their questions, challenges, and feedback on workplace violence.

Following California’s Lead

On the forefront of workplace violence prevention is California OSHA (Cal/OSHA), the first agency to lay the groundwork for proactive Workplace Violence Prevention Plan legislation.

Senate Bill No. 553 (California Labor Code § 6401.9 ), which went into effect on July 1, 2024, requires nearly all employers in the state to develop, implement, and maintain a written WVPP.

This applies to most California employers, with a few exceptions—such as certain small non-public worksites and healthcare facilities already covered under existing regulations. Even companies with multiple California locations must tailor their plans to each specific site.

The plan must include:

• The name or job title of the person responsible for implementation
• Procedures for employee involvement in plan development
• Clear reporting channels for incidents or concerns
• Emergency response protocols and post-incident procedures
• Coordination methods with other employers sharing the facility
• Workplace violence hazard assessments and correction strategies
• Procedures for ongoing training—initial and annual—and how employees can access and ask questions about the plan

One often overlooked requirement is the maintenance of violent incident logs and hazard correction records, which must be retained for five years. Training records must also be kept for at least one year.

These elements don’t just satisfy legal obligations—they build a more resilient workplace.

Preparing Employees Beyond the Plan

Another key component is considering active threat risks during the development of your Emergency Response Plan—ensuring employees know what to do and where to go is critical. Your Emergency Response Plan should define the concept of “Run, Hide, Fight,” discuss options for where to safely shelter-in-place, provide potential alternate muster points, as well as specify how you will account for employees during an emergency.

SB 553 also underscores that it’s not enough to simply have a plan on file. Training must be conducted at implementation and repeated annually. It must also include interactive components, allowing employees to ask questions and receive feedback.

For organizations trying to meet these training mandates across dispersed teams, options include:

• In-person training (ideal for interaction but often logistically difficult)
• Live webinars or Zoom sessions with built-in Q&A
• eLearning modules paired with manager-led follow-ups or designated Q&A channels (like email hotlines or open office hours)

Employers are encouraged to balance flexibility with compliance, especially when it comes to meaningful employee engagement and feedback mechanisms.

A Culture Shift for Safety

Shifting a company culture to be open and effective at dealing with workplace violence is the next frontier for companies looking to reduce the likelihood of these events.

To address stress, conflicts, and mental health at work, many organizations have come up with creative solutions that encourage transparency and communication among their employees and leadership. These solutions include on-going communications and marketing efforts around stress management, encouraging a safe mentality toward drinking, and offering mental health “first aid’ awareness training for all employees. These cultural strategies can be especially effective when aligned with a strong WVPP and Emergency Response Plan. Combined, they help reinforce that employee health and safety are top priorities—not only in times of crisis, but as part of everyday operations.

Need Help?

If you need some additional help, Antea Group is here to provide active threat support, including reviewing and revising response and prevention plans, aiding in communication, and holding onsite training and drills in the United States and around the world. We want to help you create a true culture of safety, not just a temporary awareness for workplace violence, and we do this by working to determine the best solution for your environment, carefully crafted for this sensitive topic.

Contact us today for workplace violence prevention support.

The Whirlpool Corp. employee resource group, Whirlpool Vets & Allies often volunteers to build ramps for local residents in Benton Harbor, Michigan, including veterans, who need to improve accessibility to their homes.

About Whirlpool Corporation

Whirlpool Corporation (NYSE: WHR) is a leading home appliance company, in constant pursuit of improving life at home. As the only major U.S.-based manufacturer of kitchen and laundry appliances, the company is driving meaningful innovation to meet the evolving needs of consumers through its iconic brand portfolio, including Whirlpool, KitchenAid, JennAir, Maytag, Amana, Brastemp, Consul, and InSinkErator. In 2024, the company reported approximately $17 billion in annual sales – close to 90% of which were in the Americas – 44,000 employees, and 40 manufacturing and technology research centers. Additional information about the company can be found at WhirlpoolCorp.com.

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On February 14, 2025, nine inches of rain fell on Eastern Kentucky, leading to massive flooding. Having previously coordinated relief efforts with ScottsMiracle-Gro in 2022, Aaron Thoms with Christian Appalachian Project (CAP), knew exactly who to call. “When Aaron reached out, I was hopeful we could help in some way,” said Katherine Dickens, director of ESG and social impact at ScottsMiracle-Gro. “We had history with the organization and the need was great.”

Unlike a typical disaster response that primarily focuses on food and water, flooding presents a unique challenge; the immediate need for fans and dehumidifiers to combat moisture and prevent mold growth. Fans and dehumidifiers are often in short supply after a flood, and relief agencies typically do not stock them. Because of this specific need, Hawthorne Gardening, a subsidiary of ScottsMiracle-Gro, was able to provide assistance.

“We were more than willing to again deliver dehumidifiers and fans to CAP,” says Alex Grossi, VP, supply chain and administration of Hawthorne Gardening. “We were in a somewhat unique position, as these aren’t items most organizations have on hand. Thankfully, we were able to provide them, when and where they were needed most.”

Soon, three truckloads containing 41 pallets of dehumidifiers and fans were on the way to Eastern Kentucky. In total, 698 dehumidifiers have been distributed to affected families, with a policy of one fan or dehumidifier per family, no questions asked. “If you need help, we’re going to help you,” says Aaron. “We are grateful for partners that allow us to help our neighbors in their time of need. These critical supplies really have a huge impact following a disaster.”

Since 2022, ScottsMiracle-Gro has donated over 6 truckloads, or 90 pallets of fans and dehumidifiers to CAP, helping communities and families after flood events. “You see flood survivors that are emotionally torn up. These fans and dehumidifiers help them begin the long process of rebuilding,” says Aaron. “We are grateful to be able to deliver hope in the midst of turmoil.”

View original content here

About ScottsMiracle-Gro
With approximately $3.6 billion in sales, the Company is the world’s largest marketer of branded consumer products for lawn and garden care. The Company’s brands are among the most recognized in the industry. The Company’s Scotts®, Miracle-Gro®, and Ortho® brands are market-leading in their categories. The Company’s wholly-owned subsidiary, The Hawthorne Gardening Company, is a leading provider of nutrients, lighting, and other materials used in the indoor and hydroponic growing segment. For additional information, visit us at www.scottsmiraclegro.com. 

At Cisco, we care deeply about innovation and practical effectiveness. When responding to social challenges, we want to be part of solutions that work—and that often means drawing nimbly, as one Cisco, from our entire organizational toolset, regardless of department or domain within the company.

By listening to our nonprofit collaborators and then selecting from our suite of proven interventions as we assemble a customized support package, we can empower our social impact partners to help more people, more efficiently, in a more sustainable way. We look for measurable results, and we love to see our grantees using technology to change more lives for the better.

Uplifting communities through digital skilling

The Chorkor Digital Lab, a project run by Cisco social impact partner BASICS International, exemplifies our integrative and results-oriented approach. BASICS provides education, food, and healthcare for children in the community of Chorkor and surrounding areas in Ghana, West Africa—helping entire communities rise out of poverty. Their new lab is preparing formerly underserved students for dynamic careers in cybersecurity, networking, and more. Supported by Cisco Networking Academy as well as our Technology Grant Program, the lab offers a hub for learning, collaboration, and creativity, where students learn cutting-edge skills that will help them flourish in the digital economy.

BASICS International CEO and founder Patricia Wilkins notes that Chorkor’s reputation as hard to help was exactly what inspired her to dive in and begin unlocking the potential of the community. “We always felt we needed to give children access to technology,” she said. “When we learned about Cisco’s program, where they meet students where they are, and give them the technical skills and computer skills that they need, we got on board.”

Sharing Cisco’s trusted curriculum and technology

Wilkins also manages the BASICS Cisco Academy, ensuring that students get full access to Cisco’s trusted curriculum as they work towards the certifications that will unlock better jobs and futures upon graduation. Cisco Networking Academy is a global, IT skills-to-jobs program, offering digital skills training to prepare students for industry-standard certifications and careers in networking, cybersecurity, and related fields.

“For over two decades, BASICS International has believed in supporting the whole child—combining education, nutrition, mentorship, and life skills to help young people thrive and lead change in their communities.” 

—Patricia Wilkins, CEO and founder, BASICS International

Cisco’s Technology Grant Program provides our own technology to qualifying nonprofit organizations to help them realize significant gains in productivity, security, scalability, and cost efficiency. For the Chorkor Lab, a Technology Grant was instrumental in laying the groundwork for the Networking Academy.

Patrick Verret, who managed the technology grant, explains, “We helped them establish a secure and stable network for students to access Cisco Networking Academy, utilize other online learning materials, and collaborate with others across the internet. Thanks to our Meraki firewalls, switches, and access points, students can connect to the network throughout the building, via both wired and wireless connections.”

Dreaming of—and working towards—careers in tech

Already, the Lab is changing lives. “I wanted to do computer science, but I couldn’t get a chance to do it, because the fees that you have to pay are very high. It has been my dream for so long,” said student Joyce Banahene, who is aiming to find work as a network engineer when she completes her certification.

Also feeling inspired, student Joy Adevu noted, “I’ll be working in any tech company. Probably Cisco, Apple, Samsung—any of them!”

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Nasdaq

According to findings from a poll conducted during a Nasdaq webinar that delved into the current status of the Omnibus Package, 77% respondents indicated that regulatory compliance is the biggest driver of sustainability at their company. Yet, 51% are either concerned or very concerned about their ability to meet regulatory requirements. These findings highlight an opportunity for companies to enhance their regulatory readiness and build a more resilient reporting foundation. Is your company prepared?

Investing in sustainability software can help ensure companies are prepared to navigate this wave of regulatory complexity. Read the article to learn more.