Month: August 2025

Today, a growing number of the world’s most important water systems are under increasing stress. Many of those that support a range of ecosystems, communities and industries, including agriculture, are drying up or becoming polluted through over-use. Climate change is also contributing to the challenge.

HIGHLIGHT

• Approximately (15)% absolute water usage reduction in priority sites (vs. 2018) ⁽³⁾

STRATEGIC APPROACH

Our business depends on water in multiple ways – from growing and sourcing the raw materials we use to operating our facilities. At every stage, clean water helps us keep our people safe, our supplies secure and our products safe. To promote using it more responsibly, we seek to look beyond our own facilities to help it both irrigate the commodities we use and be available to all in the communities where we operate. To make a positive impact, it is important that we partner on water stewardship with the organizations that contribute to the same watersheds as us.

Read more about our water position on our website.

ACTION PLANS AND PROGRESS

2024 IN REVIEW

Our water management strategy remains focused on delivering against our 2025 goal of reducing our water use at priority sites, located in water-stressed areas.

To that end, we implemented a water efficiency program based on strategies and initiatives led by our priority sites that allowed us
to reduce our absolute water use at priority sites by approximately (15)% in 2024 (vs. 2018).⁽³⁾

The main focus areas of this program include:

• Water audits and assessments
• Installation of water-efficient equipment and technology
• Investment in enhanced reuse and recycling systems
• Leak and water-loss prevention
• Employee education
• Data monitoring and reporting on improvements and cost savings
• Benchmarking against industry standards

Mondelēz International plants continue to expand the number of alternative sources for water supply as part of our reuse and recycling systems program of which 11 sites are already harvesting rainwater and 24 of our sites recycle water from the wastewater treatment plant, with this representing approximately 8% of our sites’ total water usage globally in 2024.

• One example of this is our Salinas plant in Mexico that installed a new osmosis equipment to reuse and recycle waste water from the local municipality. With this new addition and in conjunction with the existing water recycling facilities, our Salinas plant has managed to use approximately 100% of recycled water for the factory cooling systems, reducing the annual water consumption by approximately 90,000 m3.
• Our Ikeja site in Nigeria reduced almost 25% of the water consumption by implementing several water efficiency projects such as equipment cleaning optimization, increasing the condensate recovery from about 20% to 80% and a successful campaign engaging and educating employees to detect and repair leaks.

FUTURE OUTLOOK

As we deliver against our 2025 goal, we continue to identify at-risk watersheds through a process that is informed by our global water risk assessment and business priorities for our operations and supply chain.

In the following years, we aim to develop detailed roadmaps and action plans for key basins that involve local stakeholder consultation, to identify and respond to local water risks in watersheds across our end-to-end supply chain. We will also continue to consider future water risks and impacts in our strategic decision making.

GOALS AND METRICS

WATER GOAL

• 10% reduction of absolute water usage in priority sites by 2025 (vs. 2018) ⁽³⁾

2024 PROGRESS
	2024	2023	2018
Total incoming water (m3) (without borrowed and rainwater, as per our current KPI definition) (3)	10,376,000	10,119,000	11,410,000
Total incoming water to priority sites (m3) (without borrowed and rainwater, as per our current KPI definition) (3)	5,778,000	5,715,000	6,827,000
Absolute water usage reduction in priority sites (vs. 2018) (%) (3)	(15)%	(16)%	—

View the full 2024 Snacking Made Right Report. 
 

^{(3) Priority sites are defined as sites that are located in a high or extremely high water risk zone defined as of 2021. In 2024 all sites for the following acquisitions were assessed: Chipita, Clif bar, Give & Go, Gourmet Foods, Ricolino and Tate’s Bake Shop except for Evirth (subject to future data integration). These sites were assessed using the Aqueduct tool from World Resources Institute and the priority sites identified were included in this metric. We have recalculated our base year 2018 (where applicable) and most recent years (2023 and 2024) for year-over-year comparison. Reported information is verified by an independent third-party and available in our ESG Reporting & Disclosure Reporting Archive.}

A new era in CNH brand, New Holland Construction, mini excavators has arrived.

The new D-Series mini excavators and their first models, the E42D and E50D mini excavators, don’t mess around – they’re built to elevate every aspect of an excavator operator’s game on a jobsite with power, performance and comfort.

Designed to maneuver across a variety of work sites and tasks, from municipal utility work to agricultural trenching to commercial landscaping, the D-Series delivers exceptional performance in tight quarters. The D-Series is powered by a Stage V-certified FPT engine, known for durability, low emissions and fuel-saving features like Eco Mode, auto idle and a reversible cooling fan to keep radiators clear and engines running at optimal temperatures.

For this new series, New Holland Construction has brought the design and manufacturing of its excavator line fully in-house to enhance machine performance, durability and operator experience. The result is a more capable, versatile machine tailored for construction crews, landscapers, utility contractors and municipalities looking to do more with a compact framework.

The cab environment is where the D-Series truly sets itself apart. Available with a four-post ROPS/FOPS canopy or a fully enclosed cab, both configurations are packed with comfort and safety features. In the cab, operators will find a fabric pneumatic suspension seat with automatic weight control, height-adjustable armrests, LED lights, manual or automatic climate control, plus six directional vents and intuitive joystick-mounted controls that move with the seat for smoother, more precise operation over uneven terrain.

Read more here.

This story first appeared on Baker Hughes’ Energy Forward Stories.

‘Carbon Out’ is Baker Hughes’ global employee engagement program officially launched in 2022 to support efforts in reducing both direct and indirect emissions across the full value chain. The program empowers employees at all levels to identify and implement emissions reduction projects, which range from small, local improvements to more extensive operational changes.

Rather than being directed from the top down, Carbon Out is built on the principle that sustainability is a shared responsibility. From field personnel, scientists, to product line champions, all are actively involved in improving processes, increasing efficiency, and integrating emissions reduction projects in line with Baker Hughes’ commitment to reaching Net Zero operational emissions by 2050, and reducing Scope 3.

The Energy Forward team interviewed Marie Merle Caekebeke, executive sustainability strategic engagement at Baker Hughes who leads sustainability deployment globally, to learn more about the Carbon Out program.

“Through Carbon Out, our employees identify areas where we can improve operational efficiency and reduce emissions, often resulting in measurable cost reductions. Carbon Out is about empowering our 57,000+ people globally, to drive sustainable progress and learn from one another—building momentum on our actions and leveraging our progress at scale.”

Marie Merle Caekebeke, Baker Hughes

She summarized four key things to know about the Carbon Out program, with examples to spotlight progress so far:

1/It is powered by people

Carbon Out is driven by people who know the work best, from field personnel to corporate leads. Employees are the ones identifying challenges and proposing solutions for efficiency and lower-carbon outcomes across the organization. A network of internal champions supports the process, helping shape ideas into real-world, measurable projects.

The program started small, with a few passionate people and a handful of aspirational ideas. However, it has grown rapidly with over 800 Carbon Out projects implemented to date and a Carbon Out network of nearly 700 employees. Weekly Q&A sessions now connect Baker Hughes employees across global time zones to share advice, ask questions, and spark new ideas. A growing intranet resource hub houses templates, case studies, and best practices, as well access to a global Carbon Out champions network, making it easier to track what’s working and share successful strategies across the company’s various regional sites. The program has become a living network of problem-solvers, changing the way teams approach their day-to-day work.

For current and potential employees who are driven by purpose and passionate about making a difference through sustainability, Carbon Out offers an established framework, tools and resources to make an impact on an individual or team level.

“Carbon Out and emissions reduction are still relatively new areas for many of our teams. By showcasing successful projects and sharing best practices, we’re demonstrating what’s possible—and enabling those successes to be scaled across the organization. By setting ambitious goals and consistently tracking our progress, we’ve created a culture of accountability and momentum. This approach has empowered our teams to not only meet, but often exceed, our emissions reduction targets. Success is driving real, measurable impact through the Carbon Out program.”

Lee Robinson, Carbon Out champion, Completion Well Intervention, Baker Hughes 

Example: 
Carbon Out week sparks over 100 energy efficiency opportunities
The teams are encouraged to go on a Gemba walk — or energy treasure hunt — and log ideas and opportunities for improvement. This year, for one of the Baker Hughes teams, there were over 100 opportunities identified, keeping the project backlog populated and setting the teams up for success in 2025. Each day had a different focus, such as lighting, heating ventilation and air conditioning and shut down procedures, to help the teams focus on target areas of opportunity.

2/Carbon Out mirrors Cost-Out due to operational and financial efficiencies

There is often a myth that sustainability is expensive or needs heavy upfront investment. However, under the Carbon Out program, Baker Hughes has proven that sustainability initiatives do not have to be expensive to achieve impact. Any employee can submit ideas, and the project pipeline is reviewed by the Carbon Out leaders. Once selected, the implemented projects tend to recover the amount invested within the first few years, resulting in operational as well as financial efficiencies.

With an initiative like Carbon Out, opportunities with local partnerships arise. With this program Baker Hughes now powers seven Italian sites with renewable energy which can lead to a reduction of 6.8 kilotons of carbon dioxide equivalent (CO2e) – equivalent to removing 1200 gasoline powered cars from the road each year.

Example: 
Digital Technology Efficiency
At a Baker Hughes facility in Florence, Italy, the digital technology, engineering, and facility teams collaborated to consolidate its computing and data storage into a primary data center. This project started with a full inventory of the assets, owner’s assignation and strategy definition.​ 

Through reducing the number of old leased high-performance computing (HPC) and consolidating crucial network devices, this work provided a cost savings of around $300K USD, drove significant emissions reduction, and reduced the potential of cybersecurity risks.

“In order to take these goals, which are aspirations and translate those aspirations into action, you have to build a program coupled with tools and resources to give people the opportunity to take ownership and lead measurable progress in their specific domains.”

Marie Merle Caekebeke, Baker Hughes

3/It has a direct impact on Scope 1, 2 and 3 emissions.

With initiatives driven largely by local sites and teams at Baker Hughes, Carbon Out enables employees to have a direct impact on reducing Scope 1 and 2 operational emissions. In addition, one of the more complex areas in emissions reporting is Scope 3, which includes emissions from assets not owned or directly controlled by a company. This is where Carbon Out stands out. The program gives Baker Hughes teams tools and a structured pathway to look across the full value chain where they can identify and report on activities that influence indirect emissions.

With a roadmap focused on high-emission categories, effectively addressing indirect emissions across the value chain, Baker Hughes has enabled its employees and supply chain experts to succeed in reducing emissions through cost-effective and sustainable transport while maintaining customer expectations.

Several projects have been launched to target scope 3 emissions reductions such as:

• Employee remote training via augmented reality
• Shipment consolidation to reduce diesel usage
• Installation of electric vehicle charging points
• Shipping crate recycling
• Installation of new digital meters for water usage monitoring
• Usage of reusable containers with customers
• Transferring disposal waste to incineration with energy recovery

“In today’s world, business challenges are never isolated. What I admire most about the Carbon Out program is its ripple effect—every step toward cutting emissions also unlocks hidden value: lower costs, less waste, and smarter use of resources. It’s not only about reducing emissions—it’s about doing better with less”

Giulio Ardini, Gas Technology Equipment Manufacturing Leader, Baker Hughes

Example: 
Cutting emissions, innovating routes
Keeping sustainability top of mind means identifying emissions reduction opportunities to enable the company’s logistics strategy. This involves working on a pool of projects identified with internal customers and suppliers and collaborating across the global organization of sourcing and procurement leaders.  

The logistics team continues to use shipment consolidation as one of the main levers, avoiding emissions in 2024 through this process. Additionally, the Amsterdam-Livorno rail route has been identified and applied for a pilot project showing strong emissions reduction compared to ground transportation.

Another pilot project highlighted tremendous emissions reduction by shipping gas generators by ocean instead of air. These initiatives demonstrate the company’s commitment to sustainability and its proactive approach to reducing emissions in logistics.

Hydropower eliminates 4,500 MWh of grid electricity use
To meet electricity needs, two Baker Hughes sites in Norway have transitioned from using grid power to hydropower energy. Hydropower is a renewable energy source that generates electricity by harnessing the energy of flowing water without producing GHG emissions. 

This sustainable energy source not only provides a steady and reliable energy supply but also minimizes environmental impact compared to fossil fuels. Previously, these sites required approximately 4,500 MWh supplied by grid electricity. This change resulted in 100% of the electricity supplied in 2024 from hydropower and zero emissions.

4/It’s about embedding sustainability in culture through collaboration.

Sustainability is at the heart of Baker Hughes’ corporate purpose and through Carbon Out, the company has operationalized emissions reduction by weaving it into the culture, as each employee has an opportunity – and a responsibility – to make an impact.

Through education, training, resources and an established central process, Carbon Out fosters collaboration and knowledge-sharing of best sustainability practices.

Having sustainability as one of the eight core behaviors for Baker Hughes employees guiding performance and management emphasizes the role employees play in reaching the company’s sustainability commitments.

‘’The key to success is that Carbon Out is not an initiative handed down from the top. It’s embedded in our employees’ DNA, making sustainability part of the job – no matter their role.’’

Marie Merle Caeebeke, Baker Hughes

Example:
Enhancing supply chain emissions reporting through the Baker Hughes Supplier Emissions Platform
In 2024, Baker Hughes teams collaboratively developed a hybrid methodology Supply Engagement software platform, which enabled digitizing, managing, streamlining and standardizing emissions calculations. The platform was designed to improve data accuracy by ensuring end-to-end data traceability and support reporting and analysis.

A model for culture-driven decarbonization

The Carbon Out program demonstrates how cultural change, and operational innovation can synergize effectively. This program is not only reducing emissions but also transforming the company’s mindset, actions, and collaboration efforts towards sustainability.

“I’m excited about lasting change; we’ve built something that is transforming the way we work and are embedding sustainability as a key differentiator not only for Baker Hughes, and for our customers, but for people and the planet.”

Marie Merle Caekebeke, Baker Hughes

• 200+ Project owners leading sustainability initiatives
• 650+ People engaged in our Carbon Out network
• 50+ Countries with projects initiated
• 590+ Projects in our implementation pipeline

These projects reflect a bigger shift – where sustainability isn’t just a target, it’s a mindset that’s woven into how people think, act, and innovate.

In an industry that demands large-scale solutions, Carbon Out proves that some of the most powerful ideas start small – with employees who are committed to making a difference. This is progress at scale.

AEG Europe’s The O2 in London has been named Venue of the Year: European Arena/Stadium at the 35th Annual PX Conference, recognizing its excellence in premium hospitality and world-class live entertainment.

This prestigious accolade follows a milestone year for the venue, marked by the launch of its unified premium brand, Premium at The O2, and the debut of three new premium spaces designed to elevate the guest experience.

Published by Action Against Hunger.

Contact media@actionagainsthunger.org for inquiries. 
 

A Shelter Becomes a Lifeline 

Mahmoud and his son were among the first to arrive at the Montana Collective Shelter the day after it opened its doors in December 2023. The former hotel in Marwanieh, southern Lebanon, quickly became a lifeline for families displaced by conflict. It was the region’s first collective shelter, and it is now the largest, providing safety to nearly one hundred families with nowhere else to turn.

Since the day he moved into the shelter, Mahmoud has been determined to do everything he can to help his fellow residents. He starts his days at 6:30 a.m. and works until midnight, building furniture such as sinks, storage bins, bookcases for any family who asks.

Before the shelter, Mahmoud and his family lived in Odeisseh, a town close to the border in the south of Lebanon. Their lives were permanently changed after an escalation of violence in 2023, in which their area was especially hard hit. After enduring 65 days of insecurity, they were finally forced to leave. Mahmoud’s wife and daughter went to Tyre while Mahmoud moved with his son to the Montana Hotel and set up one of the rooms for the family to live in. Fifteen long days passed, in which Mahmoud felt that they “lived in other countries, very far from each other, since the only communications we could have were by phone.” They were relieved to be reunited, even though their room in the Montana Collective Shelter was small, and the family had to share one bed.

Mahmoud’s family was not alone. According to OCHA, nearly 850,000 people were displaced in October 2023 due to an escalation of violence. In the beginning, families thought the displacement would be temporary: “We didn’t expect the conflict to last forever, so we didn’t bring a lot of things with us,” recalls Mahmoud. Instead, they remained unable to return home, facing a relentless rise in instability and the cost of living. Food inflation reached 208% by December 2023, as reported by the Food Security Cluster. At that time, families “needed everything,” according to Mahmoud.

Action Against Hunger activated an Emergency Relief Response to support the Montana Collective Shelter, providing:

• Food packages
• Hot meals
• Hygiene kits
• Mattresses
• Pillows and blankets
• Fuel for cooking and heat
• Building materials

More than a year and a half since leaving home, Mahmoud’s family is still residing in the shelter. With Action Against Hunger’s support, they added two beds to their room, allowing them to live more comfortably. They once tried to return to Odeisseh, but their home had been badly damaged, and the landscape had completely changed. Mahmoud said, “There is no life. There are no plants. There is nothing left.”

In addition to damaged land and infrastructure, continued instability keeps over 82,000 people displaced in Lebanon. A July 2025 United Nations report notes that, while a ceasefire was successfully brokered in November 2024, the situation in southern Lebanon remains fragile. The World Health Organization reported a concerning rise in ceasefire violations in June 2025, with hostilities including air activity. Top UN officials in Lebanon called for compliance with the ceasefire at the beginning of this year to enable durable solutions for displaced families.

 

Action Against Hunger’s Ongoing Response

In 2024, Action Against Hunger scaled up emergency support for displaced families in Lebanon. As security conditions remain fragile, our priority is to help communities meet their basic needs while finding long-term solutions to food insecurity and public health challenges.

Action Against Hunger remains responsible for the management of the Montana Collective Shelter. Our work includes infrastructure rehabilitation, aid distribution, and coordination with other organizations on humanitarian responses. We continue to distribute drinking water and hygiene kits. Our mobile medical teams provide medical consultations and services including malnutrition prevention, detection and treatment.

Water, sanitation, and hygiene activities are notably important to the people living in the collective shelter, as there is no safe water available otherwise. During the summer, Mahmoud said that “with the increase in temperatures, we are going to have a very significant water crisis. Action Against Hunger is meeting that need. If humanitarian organizations stopped working here, it would be like leaving us at our mercy in a desert.”

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Action Against Hunger leads the global movement to end hunger. We innovate solutions, advocate for change, and reach 21 million people every year with proven hunger prevention and treatment programs. As a nonprofit that works across over 55 countries, our 8,900 dedicated staff members partner with communities to address the root causes of hunger, including climate change, conflict, inequity, and emergencies. We strive to create a world free from hunger, for everyone, for good.