Month: July 2025

MONTREAL, Canada, July 7, 2025 /3BL/ – Gildan Activewear Inc. (GIL: TSX and NYSE) (“Gildan” or “the Company”) is pleased to share that it has been included on Canada’s Best 50 Corporate Citizens list by Corporate Knights for a fourth consecutive year. Gildan is one of only two companies in the Textiles and Clothing Manufacturing sector to be included. The Company has once again been recognized on TIME’s World’s Most Sustainable Companies list, which is now in its second edition. It is one of 13 Canadian companies featured on this global list and is one of only two Canadian companies recognized in the “Apparel, Footwear & Sporting Goods” industry subcategory.

“ESG is a key pillar of Gildan’s Sustainable Growth strategy, and we have shown time and again that sustainability goes together with business success; recognition from Corporate Knights and TIME affirm this,” said Glenn Chamandy, President and CEO of Gildan. “This achievement would not have been possible without our dedicated teams, who have been working hard to bring to life our Next Generation ESG strategy, and I am confident that we will continue to deliver on our commitment to making apparel with respect.”

Canada’s Best 50 Corporate Citizens of 2025 by Corporate Knights is derived from a data set of companies with more than $1 billion in annual revenues, with potential contenders including Crown corporations, large co-ops, credit unions, and members of the S&P/TSX Renewable Energy and Clean Technology Index. Each corporation is evaluated on 25 key performance indicators (KPIs) covering resource management, sustainable revenue and investment, employee and financial management, and supplier performance.

TIME’s World’s Most Sustainable Companies of 2025 identifies the top 500 companies from 5,000 of the world’s largest and most influential companies, evaluated across more than 20 key indicators. Companies are assessed based on external sustainability ratings and commitments from reputable organizations including (but not limited to) CDP ratings, S&P Global Sustainability Yearbook, and their alignment with the Science Based Targets initiative, the availability and quality of sustainability reporting, as well as various social and environmental KPIs.

About Gildan

Gildan is a leading manufacturer of everyday basic apparel. The Company’s product offering includes activewear, underwear and socks, sold to a broad range of customers, including wholesale distributors, screenprinters or embellishers, as well as to retailers that sell to consumers through their physical stores and/or e-commerce platforms and to global lifestyle brand companies. The Company markets its products in North America, Europe, Asia Pacific, and Latin America, under a diversified portfolio of Company-owned brands including Gildan^®, American Apparel^®, Comfort Colors^®, GOLDTOE^®, and Peds^®, and under an exclusive licensing agreement for the printwear channel for Champion^®.

Gildan owns and operates vertically integrated, large-scale manufacturing facilities which are primarily located in Central America, the Caribbean, North America, and Bangladesh. Gildan operates with a strong commitment to industry-leading labour, environmental and governance practices throughout its supply chain in accordance with its comprehensive ESG program embedded in the Company’s long-term business strategy. More information about the Company and its ESG practices and initiatives can be found at www.gildancorp.com.

Investor inquiries: 

Jessy Hayem, CFA

Senior Vice-President, Head of Investor Relations and Global Communications

(514) 744-8511

jhayem@gildan.com

Media inquiries:

Genevieve Gosselin

Director, Global Communications and Corporate Marketing

(514) 343-8814

communications@gildan.com

MONTREAL, Canada, July 7, 2025 /3BL/ – Gildan Activewear Inc. (GIL: TSX and NYSE) (“Gildan” or “the Company”) is pleased to share that it has been included on Canada’s Best 50 Corporate Citizens list by Corporate Knights for a fourth consecutive year. Gildan is one of only two companies in the Textiles and Clothing Manufacturing sector to be included. The Company has once again been recognized on TIME’s World’s Most Sustainable Companies list, which is now in its second edition. It is one of 13 Canadian companies featured on this global list and is one of only two Canadian companies recognized in the “Apparel, Footwear & Sporting Goods” industry subcategory.

“ESG is a key pillar of Gildan’s Sustainable Growth strategy, and we have shown time and again that sustainability goes together with business success; recognition from Corporate Knights and TIME affirm this,” said Glenn Chamandy, President and CEO of Gildan. “This achievement would not have been possible without our dedicated teams, who have been working hard to bring to life our Next Generation ESG strategy, and I am confident that we will continue to deliver on our commitment to making apparel with respect.”

Canada’s Best 50 Corporate Citizens of 2025 by Corporate Knights is derived from a data set of companies with more than $1 billion in annual revenues, with potential contenders including Crown corporations, large co-ops, credit unions, and members of the S&P/TSX Renewable Energy and Clean Technology Index. Each corporation is evaluated on 25 key performance indicators (KPIs) covering resource management, sustainable revenue and investment, employee and financial management, and supplier performance.

TIME’s World’s Most Sustainable Companies of 2025 identifies the top 500 companies from 5,000 of the world’s largest and most influential companies, evaluated across more than 20 key indicators. Companies are assessed based on external sustainability ratings and commitments from reputable organizations including (but not limited to) CDP ratings, S&P Global Sustainability Yearbook, and their alignment with the Science Based Targets initiative, the availability and quality of sustainability reporting, as well as various social and environmental KPIs.

About Gildan

Gildan is a leading manufacturer of everyday basic apparel. The Company’s product offering includes activewear, underwear and socks, sold to a broad range of customers, including wholesale distributors, screenprinters or embellishers, as well as to retailers that sell to consumers through their physical stores and/or e-commerce platforms and to global lifestyle brand companies. The Company markets its products in North America, Europe, Asia Pacific, and Latin America, under a diversified portfolio of Company-owned brands including Gildan^®, American Apparel^®, Comfort Colors^®, GOLDTOE^®, and Peds^®, and under an exclusive licensing agreement for the printwear channel for Champion^®.

Gildan owns and operates vertically integrated, large-scale manufacturing facilities which are primarily located in Central America, the Caribbean, North America, and Bangladesh. Gildan operates with a strong commitment to industry-leading labour, environmental and governance practices throughout its supply chain in accordance with its comprehensive ESG program embedded in the Company’s long-term business strategy. More information about the Company and its ESG practices and initiatives can be found at www.gildancorp.com.

Investor inquiries: 

Jessy Hayem, CFA

Senior Vice-President, Head of Investor Relations and Global Communications

(514) 744-8511

jhayem@gildan.com

Media inquiries:

Genevieve Gosselin

Director, Global Communications and Corporate Marketing

(514) 343-8814

communications@gildan.com

• Succession Gap: Many older owners lack formal succession plans, even as younger generations prepare to take over.
• Economic & Operational Stress: Owners are feeling stress over the economy, inflation, funding issues, and daily tasks —despite recent growth.
• AI Adoption Rising: Over half are using or planning to use Gen AI, though many feel overwhelmed by tech demands.

Originally published on U.S. Bank company blog

MINNEAPOLIS – U.S. Bank released its third Small Business Perspective survey report, revealing how owners across the country are responding to an environment defined by rapid change. The nationwide survey of 1,000 small business owners explored how they are navigating challenges ranging from economic stressors to the rise of generative AI, all while remaining focused on long-term growth, succession planning, and leaving a lasting legacy.

“This year’s survey makes it clear that small business owners are committed to future-proofing their businesses in response to today’s economic climate and rapid technological change,” said Shruti Patel, U.S. Bank’s Chief Product Officer for Business Banking. “From embracing generative AI to responding to shifting economic conditions like tariffs and thinking proactively about succession, owners are serious about the future of their businesses. There is a real opportunity – and responsibility – for financial institutions to show up as strategic partners in helping small businesses navigate what’s next.”

Handing the Reins to the Next Generation

With more than half of U.S. small business owners now over age 55, succession planning is becoming increasingly urgent. While many owners are not yet ready to step away – with only 54% having created a succession plan – new generations are preparing to take their place: more than one-third (36%) of Gen Z and Millennial owners say they plan to acquire a business from a retiring owner.

The report reveals a striking gap between intention and action. While 85% of surveyed participants say they originally became an owner to create something they could pass on, and 84% wanted to create generational wealth for their family, only 54% have a formal succession plan in place.

A growing number of owners (62%) have seen their retirement timelines accelerate in the past five years. But for many, navigating succession is a challenge:

• 62% find the process overwhelming
• 56% worry they won’t get a reasonable price for their business when it’s time to sell
• 53% lack the proper resources or guidance to plan for the future of their business

Owners with strong business performance were more likely to have a succession plan in place: 64% of those with a plan reported significant growth over the past year, compared to 50% of those without a plan.

Nearly 4 in 10 small business owners (37%) say they plan to sell their business in the next 12 months, suggesting how quickly transitions of ownership may be approaching for some businesses. However, retiring business owners are not the only ones looking to sell, with a higher number of Gen Z and Millennial owners (41%) than Boomers and Gen X (33%) saying they plan to sell their business.

While the small business landscape has changed dramatically over the years, the motivations that originally inspired owners still drive them today. Most remain deeply committed to their work: 86% want to continue running their business as long as possible, and 87% are hopeful they’ll leave behind a positive legacy when they eventually step away.

Economic Pressures are Influencing How Owners Operate

The need for small business owners to make long-term plans is reinforced by the day-to-day worries they are facing. Respondents reported their top macroeconomic stressors as:

• The economic environment (98%)
• Inflation or increased costs of materials / supplies (92%)
• Competition (92%)
• The ability of consumers to maintain their spending (86%)
• Fraud or cybersecurity threats (85%)
• Obtaining enough funding to support my business (84%)

Among other stressors small business owners cited, 4 out of 5 (81%) owners felt at least somewhat stressed about tariffs.

Despite these stressors, 96% of owners reported their business as currently successful and 88% saw growth in the past year. To manage pressures and position their businesses for the future, many owners are prioritizing key steps in the year ahead, including focusing on revenue (48%), ensuring enough staff (33%), improving company efficiency and cost-effectiveness (32%), and reacting to the general economic landscape such as inflation and recession risk (29%).

To get a pulse check on the most current sentiment, U.S. Bank conducted a follow-up survey of 500 small business leaders during the month of May. While stress levels on the economic environment were similarly high, two-thirds (66%) said the country’s economy is moving in the right direction, with only 18% saying it’s going in the wrong direction. This sentiment was even stronger among younger business leaders (Gen Z and Millennial), with 74% saying it was moving in the right direction, vs. 52% of leaders from older generations (Gen X and Boomer).

Despite this optimism, a majority (58%) of the leaders expressed at least some concern that tariffs may impact their business operations, and 57% expect their input costs to go up as a result of tariffs with most expecting a cost increase between 1-10%. At the same time, leaders were slightly more likely to anticipate a positive rather than negative impact from tariffs across several business factors – including cost of goods, customer demand, margin profitability, capital investments, and labor/HR – but these expectations were generally modest, with most leaders expressing a neutral or only slightly positive outlook on the potential effects of tariffs.

Small Business Owners are Turning to Gen AI and Digital Tools to Stay Competitive

As small business owners look to create long-term success for their businesses, they are embracing generative AI (Gen AI) and digital tools. Nearly 6 in 10 (57%) are currently using or plan to implement Gen AI solutions in the next year. Among those using it, the top applications include content creation (44%), data analysis and information gathering (41%), and marketing and sales strategies (39%).

The majority of owners using Gen AI have found that adoption doesn’t require a massive investment. Nearly 7 in 10 (68%) Gen AI users report spending less than $50 a month on it, and nearly 1 in 5 (18%) are using free tools or subscriptions. These tools allow users to spend more time on the personal connection they have with their customers (88%).

Still, the rise of AI is not without tension. Over 8 in 10 (81%) report keeping up with technological advancements such as Gen AI is stressful, and 56% worry their business (or products / services) will be replaced by Gen AI or automation.

Beyond AI, digital tools are seen as essential now more than ever. The number of owners who view digital tools as very important or essential jumped a striking 15 percentage points from last year (87% in 2025 vs. 72% in 2024). At the same time, 63% say they’re overwhelmed by the number of tools needed to run their business and 82% say consolidating them is a priority.

Looking at payment methods, nearly half (48%) of owners still report cash as a primary method of in-person payment. However, newer methods of payment are catching up with 42% reporting tap-to-pay as a primary method.

Despite Challenges, Most Owners Would Do It Again

Even amid today’s business challenges, most small business owners remain grounded in their original purpose that inspired them to become entrepreneurs. When asked why they launched their business, 90% say they wanted to be their own boss, 88% cited a desire to control their financial future, and 86% wanted their passions to be part of their work.

Legacy has also played a defining role. More than two-thirds (67%) of owners come from a family of entrepreneurs, and 62% took over a relative’s business to carry on their family legacy. For Gen Z and Millennial entrepreneurs, however, the path to ownership has often been shaped by necessity. More than half (52%) of younger owners say they became business owners because they couldn’t find a job elsewhere, compared to 44% of Gen X and Boomer owners.

When asked if they’d do it all over again, 80% of owners say they’d still start their business today. This confidence is particularly notable given challenges they see in today’s environment. Almost 8 in 10 (79%) say there is greater market competition today than when they started and 70% say that securing funding and capital is more difficult now.

For an in-depth look at insights from U.S. small business owners, please read the full 2025 U.S. Bank Small Business Perspective report.

Methodology

20-minute survey among 1,000 U.S. small business owners with annual revenue of $25 million or less and between two and 99 employees. Fielding for this study was conducted from March 14, 2025 – April 4, 2025, and the margin of error is ±3.1% for the U.S. owners.

Pulse Survey Methodology

10-minute survey conducted online by Morning Consult from May 8 to May 23, 2025, among a national sample of 500 small business leaders. Respondents were decision makers (Director, VP, or C-level) at companies with annual revenues of $25 million or less and between 2 and 99 employees. The margin of error is ±4 percentage points.

About U.S. Bank

U.S. Bancorp, with approximately 70,000 employees and $676 billion in assets as of March 31, 2025, is the parent company of U.S. Bank National Association. Headquartered in Minneapolis, the company serves millions of customers locally, nationally and globally through a diversified mix of businesses including consumer banking, business banking, commercial banking, institutional banking, payments and wealth management. U.S. Bancorp has been recognized for its approach to digital innovation, community partnerships and customer service, including being named one of the 2025 World’s Most Ethical Companies and one of Fortune’s most admired superregional banks. Learn more at usbank.com/about.

Media Contacts:

Rick Rothacker, U.S. Bank Public Affairs & Communications

richard.rothacker@usbank.com

Anna Christensen, U.S. Bank Public Affairs & Communications

anna.christensen@usbank.com

News & Stories Home

• Succession Gap: Many older owners lack formal succession plans, even as younger generations prepare to take over.
• Economic & Operational Stress: Owners are feeling stress over the economy, inflation, funding issues, and daily tasks —despite recent growth.
• AI Adoption Rising: Over half are using or planning to use Gen AI, though many feel overwhelmed by tech demands.

Originally published on U.S. Bank company blog

MINNEAPOLIS – U.S. Bank released its third Small Business Perspective survey report, revealing how owners across the country are responding to an environment defined by rapid change. The nationwide survey of 1,000 small business owners explored how they are navigating challenges ranging from economic stressors to the rise of generative AI, all while remaining focused on long-term growth, succession planning, and leaving a lasting legacy.

“This year’s survey makes it clear that small business owners are committed to future-proofing their businesses in response to today’s economic climate and rapid technological change,” said Shruti Patel, U.S. Bank’s Chief Product Officer for Business Banking. “From embracing generative AI to responding to shifting economic conditions like tariffs and thinking proactively about succession, owners are serious about the future of their businesses. There is a real opportunity – and responsibility – for financial institutions to show up as strategic partners in helping small businesses navigate what’s next.”

Handing the Reins to the Next Generation

With more than half of U.S. small business owners now over age 55, succession planning is becoming increasingly urgent. While many owners are not yet ready to step away – with only 54% having created a succession plan – new generations are preparing to take their place: more than one-third (36%) of Gen Z and Millennial owners say they plan to acquire a business from a retiring owner.

The report reveals a striking gap between intention and action. While 85% of surveyed participants say they originally became an owner to create something they could pass on, and 84% wanted to create generational wealth for their family, only 54% have a formal succession plan in place.

A growing number of owners (62%) have seen their retirement timelines accelerate in the past five years. But for many, navigating succession is a challenge:

• 62% find the process overwhelming
• 56% worry they won’t get a reasonable price for their business when it’s time to sell
• 53% lack the proper resources or guidance to plan for the future of their business

Owners with strong business performance were more likely to have a succession plan in place: 64% of those with a plan reported significant growth over the past year, compared to 50% of those without a plan.

Nearly 4 in 10 small business owners (37%) say they plan to sell their business in the next 12 months, suggesting how quickly transitions of ownership may be approaching for some businesses. However, retiring business owners are not the only ones looking to sell, with a higher number of Gen Z and Millennial owners (41%) than Boomers and Gen X (33%) saying they plan to sell their business.

While the small business landscape has changed dramatically over the years, the motivations that originally inspired owners still drive them today. Most remain deeply committed to their work: 86% want to continue running their business as long as possible, and 87% are hopeful they’ll leave behind a positive legacy when they eventually step away.

Economic Pressures are Influencing How Owners Operate

The need for small business owners to make long-term plans is reinforced by the day-to-day worries they are facing. Respondents reported their top macroeconomic stressors as:

• The economic environment (98%)
• Inflation or increased costs of materials / supplies (92%)
• Competition (92%)
• The ability of consumers to maintain their spending (86%)
• Fraud or cybersecurity threats (85%)
• Obtaining enough funding to support my business (84%)

Among other stressors small business owners cited, 4 out of 5 (81%) owners felt at least somewhat stressed about tariffs.

Despite these stressors, 96% of owners reported their business as currently successful and 88% saw growth in the past year. To manage pressures and position their businesses for the future, many owners are prioritizing key steps in the year ahead, including focusing on revenue (48%), ensuring enough staff (33%), improving company efficiency and cost-effectiveness (32%), and reacting to the general economic landscape such as inflation and recession risk (29%).

To get a pulse check on the most current sentiment, U.S. Bank conducted a follow-up survey of 500 small business leaders during the month of May. While stress levels on the economic environment were similarly high, two-thirds (66%) said the country’s economy is moving in the right direction, with only 18% saying it’s going in the wrong direction. This sentiment was even stronger among younger business leaders (Gen Z and Millennial), with 74% saying it was moving in the right direction, vs. 52% of leaders from older generations (Gen X and Boomer).

Despite this optimism, a majority (58%) of the leaders expressed at least some concern that tariffs may impact their business operations, and 57% expect their input costs to go up as a result of tariffs with most expecting a cost increase between 1-10%. At the same time, leaders were slightly more likely to anticipate a positive rather than negative impact from tariffs across several business factors – including cost of goods, customer demand, margin profitability, capital investments, and labor/HR – but these expectations were generally modest, with most leaders expressing a neutral or only slightly positive outlook on the potential effects of tariffs.

Small Business Owners are Turning to Gen AI and Digital Tools to Stay Competitive

As small business owners look to create long-term success for their businesses, they are embracing generative AI (Gen AI) and digital tools. Nearly 6 in 10 (57%) are currently using or plan to implement Gen AI solutions in the next year. Among those using it, the top applications include content creation (44%), data analysis and information gathering (41%), and marketing and sales strategies (39%).

The majority of owners using Gen AI have found that adoption doesn’t require a massive investment. Nearly 7 in 10 (68%) Gen AI users report spending less than $50 a month on it, and nearly 1 in 5 (18%) are using free tools or subscriptions. These tools allow users to spend more time on the personal connection they have with their customers (88%).

Still, the rise of AI is not without tension. Over 8 in 10 (81%) report keeping up with technological advancements such as Gen AI is stressful, and 56% worry their business (or products / services) will be replaced by Gen AI or automation.

Beyond AI, digital tools are seen as essential now more than ever. The number of owners who view digital tools as very important or essential jumped a striking 15 percentage points from last year (87% in 2025 vs. 72% in 2024). At the same time, 63% say they’re overwhelmed by the number of tools needed to run their business and 82% say consolidating them is a priority.

Looking at payment methods, nearly half (48%) of owners still report cash as a primary method of in-person payment. However, newer methods of payment are catching up with 42% reporting tap-to-pay as a primary method.

Despite Challenges, Most Owners Would Do It Again

Even amid today’s business challenges, most small business owners remain grounded in their original purpose that inspired them to become entrepreneurs. When asked why they launched their business, 90% say they wanted to be their own boss, 88% cited a desire to control their financial future, and 86% wanted their passions to be part of their work.

Legacy has also played a defining role. More than two-thirds (67%) of owners come from a family of entrepreneurs, and 62% took over a relative’s business to carry on their family legacy. For Gen Z and Millennial entrepreneurs, however, the path to ownership has often been shaped by necessity. More than half (52%) of younger owners say they became business owners because they couldn’t find a job elsewhere, compared to 44% of Gen X and Boomer owners.

When asked if they’d do it all over again, 80% of owners say they’d still start their business today. This confidence is particularly notable given challenges they see in today’s environment. Almost 8 in 10 (79%) say there is greater market competition today than when they started and 70% say that securing funding and capital is more difficult now.

For an in-depth look at insights from U.S. small business owners, please read the full 2025 U.S. Bank Small Business Perspective report.

Methodology

20-minute survey among 1,000 U.S. small business owners with annual revenue of $25 million or less and between two and 99 employees. Fielding for this study was conducted from March 14, 2025 – April 4, 2025, and the margin of error is ±3.1% for the U.S. owners.

Pulse Survey Methodology

10-minute survey conducted online by Morning Consult from May 8 to May 23, 2025, among a national sample of 500 small business leaders. Respondents were decision makers (Director, VP, or C-level) at companies with annual revenues of $25 million or less and between 2 and 99 employees. The margin of error is ±4 percentage points.

About U.S. Bank

U.S. Bancorp, with approximately 70,000 employees and $676 billion in assets as of March 31, 2025, is the parent company of U.S. Bank National Association. Headquartered in Minneapolis, the company serves millions of customers locally, nationally and globally through a diversified mix of businesses including consumer banking, business banking, commercial banking, institutional banking, payments and wealth management. U.S. Bancorp has been recognized for its approach to digital innovation, community partnerships and customer service, including being named one of the 2025 World’s Most Ethical Companies and one of Fortune’s most admired superregional banks. Learn more at usbank.com/about.

Media Contacts:

Rick Rothacker, U.S. Bank Public Affairs & Communications

richard.rothacker@usbank.com

Anna Christensen, U.S. Bank Public Affairs & Communications

anna.christensen@usbank.com

News & Stories Home

Cummins

Zach F.’s journey at Cummins is more than just a job—it’s a family tradition. As a third-generation Cummins employee, his career is built on a foundation of legacy, leadership, and passion for innovation. From his early days as a Project Engineer to his current role as Site Logistics Operations Manager at the Charleston Turbo Plant, Zach’s dedication to both his team and the company’s mission is evident in everything he does.

Born and raised in Columbus, Indiana, Zach earned his bachelor’s degree in business management & marketing from Indiana University. With his grandfather and father each dedicating 35 years to Cummins, he naturally gravitated toward the company, starting his career in 2012. His leadership skills were cultivated early in life through sports, particularly basketball. Winning a state championship in high school taught him resilience, teamwork, and the ability to motivate others—qualities that continue to define his leadership style today. “Basketball taught me the importance of hard work and perseverance,” Zach reflects. “Losing in the semi-state one year and coming back to win it all the next showed me what dedication and teamwork can accomplish.”

Now, as the Site Logistics Operations Manager at Cummins Charleston Turbo Plant, Zach oversees critical areas such as Material Flow, Warehouse, Packaging, and the Maintenance, Repair, and Operations (MRO) storeroom operations. His role is dynamic, presenting new challenges daily and allowing him to collaborate across business functions. The most rewarding aspect of his job is working with incredible people and fostering leadership through coaching and development. “I love seeing people grow in their careers,” he says. “Knowing I played a part in their success is one of the most fulfilling aspects of my job.”

In a high-volume environment producing 15,000 turbos weekly, Zach ensures the seamless movement of raw materials and final products to support Cummins’ global network. His work directly impacts production efficiency and quality, serving industries ranging from on- and off-highway applications to aftermarket support. Every day brings a new challenge, which keeps his work exciting and engaging. His team thrives on collaboration, drawing from diverse backgrounds to foster innovation. They challenge each other, embrace new ideas, and uphold a culture of success. “We have an incredible team here,” Zach says. “Everyone is committed to improvement, and that energy is contagious.”

What initially attracted Zach to Cummins was the deep-rooted family connection, but what has kept him here is the company’s commitment to people. He saw the impact his dad and grandfather had on their colleagues, and he knew he wanted to be part of a company where he could make a difference. Over the years, he has built meaningful relationships, many of which have turned into lifelong friendships. “My grandfather and father left behind a legacy at Cummins, and people still share stories about them,” Zach shares. “That’s when I realized that what we do here isn’t just about the work—it’s about the people and the relationships we build.”

He envisions a bright future at Cummins, aspiring to expand his expertise across different business units and functions. Cummins has empowered him to grow as a leader and challenge himself beyond what he thought possible. He is particularly excited about the company’s investment in automation and AI-driven technology, which is transforming manufacturing operations and driving greater efficiency. “We are always looking at ways to improve efficiency and optimize our processes,” he says. “The advancements we’re implementing today will have a lasting impact on our operations.

Beyond his day-to-day responsibilities, Zach takes pride in the broader impact of his work. From powering essential industries to supporting communities, he sees firsthand how Cummins’ products and initiatives make a difference worldwide. Knowing that what they do helps keep school buses running, hospitals powered, and emergency vehicles on the road is incredibly rewarding. “When you think about the industries we support, it really puts our work into perspective,” Zach says. “We aren’t just making products—we’re helping people.”

For those considering a career at Cummins, Zach has one key piece of advice: if you’re looking for a place where you can grow, be challenged, and truly make an impact, Cummins is the place to be. “This company has given me the opportunity to lead, to grow, and to make a difference,” he says. “If you’re willing to work hard and embrace new challenges, there’s no limit to what you can achieve.” His journey exemplifies how a career at Cummins isn’t just about professional development—it’s about becoming part of a legacy of leadership, innovation, and meaningful work.

Cummins

Zach F.’s journey at Cummins is more than just a job—it’s a family tradition. As a third-generation Cummins employee, his career is built on a foundation of legacy, leadership, and passion for innovation. From his early days as a Project Engineer to his current role as Site Logistics Operations Manager at the Charleston Turbo Plant, Zach’s dedication to both his team and the company’s mission is evident in everything he does.

Born and raised in Columbus, Indiana, Zach earned his bachelor’s degree in business management & marketing from Indiana University. With his grandfather and father each dedicating 35 years to Cummins, he naturally gravitated toward the company, starting his career in 2012. His leadership skills were cultivated early in life through sports, particularly basketball. Winning a state championship in high school taught him resilience, teamwork, and the ability to motivate others—qualities that continue to define his leadership style today. “Basketball taught me the importance of hard work and perseverance,” Zach reflects. “Losing in the semi-state one year and coming back to win it all the next showed me what dedication and teamwork can accomplish.”

Now, as the Site Logistics Operations Manager at Cummins Charleston Turbo Plant, Zach oversees critical areas such as Material Flow, Warehouse, Packaging, and the Maintenance, Repair, and Operations (MRO) storeroom operations. His role is dynamic, presenting new challenges daily and allowing him to collaborate across business functions. The most rewarding aspect of his job is working with incredible people and fostering leadership through coaching and development. “I love seeing people grow in their careers,” he says. “Knowing I played a part in their success is one of the most fulfilling aspects of my job.”

In a high-volume environment producing 15,000 turbos weekly, Zach ensures the seamless movement of raw materials and final products to support Cummins’ global network. His work directly impacts production efficiency and quality, serving industries ranging from on- and off-highway applications to aftermarket support. Every day brings a new challenge, which keeps his work exciting and engaging. His team thrives on collaboration, drawing from diverse backgrounds to foster innovation. They challenge each other, embrace new ideas, and uphold a culture of success. “We have an incredible team here,” Zach says. “Everyone is committed to improvement, and that energy is contagious.”

What initially attracted Zach to Cummins was the deep-rooted family connection, but what has kept him here is the company’s commitment to people. He saw the impact his dad and grandfather had on their colleagues, and he knew he wanted to be part of a company where he could make a difference. Over the years, he has built meaningful relationships, many of which have turned into lifelong friendships. “My grandfather and father left behind a legacy at Cummins, and people still share stories about them,” Zach shares. “That’s when I realized that what we do here isn’t just about the work—it’s about the people and the relationships we build.”

He envisions a bright future at Cummins, aspiring to expand his expertise across different business units and functions. Cummins has empowered him to grow as a leader and challenge himself beyond what he thought possible. He is particularly excited about the company’s investment in automation and AI-driven technology, which is transforming manufacturing operations and driving greater efficiency. “We are always looking at ways to improve efficiency and optimize our processes,” he says. “The advancements we’re implementing today will have a lasting impact on our operations.

Beyond his day-to-day responsibilities, Zach takes pride in the broader impact of his work. From powering essential industries to supporting communities, he sees firsthand how Cummins’ products and initiatives make a difference worldwide. Knowing that what they do helps keep school buses running, hospitals powered, and emergency vehicles on the road is incredibly rewarding. “When you think about the industries we support, it really puts our work into perspective,” Zach says. “We aren’t just making products—we’re helping people.”

For those considering a career at Cummins, Zach has one key piece of advice: if you’re looking for a place where you can grow, be challenged, and truly make an impact, Cummins is the place to be. “This company has given me the opportunity to lead, to grow, and to make a difference,” he says. “If you’re willing to work hard and embrace new challenges, there’s no limit to what you can achieve.” His journey exemplifies how a career at Cummins isn’t just about professional development—it’s about becoming part of a legacy of leadership, innovation, and meaningful work.

Direct Relief Releases Six-Month Report on Response to Los Angeles Fires

More than $12.7 million in medical and financial assistance provided across the region

SANTA BARBARA, Calif. — Direct Relief today released a six-month report detailing its response to the Los Angeles-area wildfires that began in January, outlining the delivery of more than $12.7 million in medical and financial assistance to affected communities.

The report highlights the organization’s shift from immediate response to long-term recovery, focusing on health access, mental health support, and housing stability for individuals and families impacted by the Eaton and Palisades Fires.

Since January, Direct Relief has supported 65 local organizations with emergency grants, deployed large-scale shipments of medical aid, and funded recovery initiatives through trusted community partners.

Highlights from the report include:

• $8 million in grants to community-based organizations providing medical, mental health, youth, and housing services
• $4.7 million in donated medical aid, including 140,000+ N95 respirators and medications for respiratory, cardiovascular, and mental health needs
• Mobile medical outreach through partners including AltaMed Health Services, Medical Mission Adventures, and Venice Family Clinic
• School-based mental health programs through the Greater Los Angeles Education Foundation, Pasadena Educational Foundation, and Los Angeles Unified School District Education Foundation
• Housing assistance in partnership with The Change Reaction to support displaced residents
• Support for individuals and families through local organizations including Hope Now Community Resource Center, Foothill Family, Young & Healthy, and The Boys & Girls Club of Malibu

The full report is available here:

Six Months After the Los Angeles Fires: Direct Relief’s Commitment to Long-Term Recovery

Direct Relief Releases Six-Month Report on Response to Los Angeles Fires

More than $12.7 million in medical and financial assistance provided across the region

SANTA BARBARA, Calif. — Direct Relief today released a six-month report detailing its response to the Los Angeles-area wildfires that began in January, outlining the delivery of more than $12.7 million in medical and financial assistance to affected communities.

The report highlights the organization’s shift from immediate response to long-term recovery, focusing on health access, mental health support, and housing stability for individuals and families impacted by the Eaton and Palisades Fires.

Since January, Direct Relief has supported 65 local organizations with emergency grants, deployed large-scale shipments of medical aid, and funded recovery initiatives through trusted community partners.

Highlights from the report include:

• $8 million in grants to community-based organizations providing medical, mental health, youth, and housing services
• $4.7 million in donated medical aid, including 140,000+ N95 respirators and medications for respiratory, cardiovascular, and mental health needs
• Mobile medical outreach through partners including AltaMed Health Services, Medical Mission Adventures, and Venice Family Clinic
• School-based mental health programs through the Greater Los Angeles Education Foundation, Pasadena Educational Foundation, and Los Angeles Unified School District Education Foundation
• Housing assistance in partnership with The Change Reaction to support displaced residents
• Support for individuals and families through local organizations including Hope Now Community Resource Center, Foothill Family, Young & Healthy, and The Boys & Girls Club of Malibu

The full report is available here:

Six Months After the Los Angeles Fires: Direct Relief’s Commitment to Long-Term Recovery