Month: June 2026

In this bonus episode of Rethinking EHS, host Charlotte Buffoni (Antea Group UK) is joined by Massimo Cagnetta (HPC Italy) to explore how data center operators are managing rapidly evolving technologies, emerging risks, and increasingly complex operational environments. As digital infrastructure continues to expand and technologies such as artificial intelligence drive new demands, safety professionals are being challenged to adapt at an unprecedented pace. The episode also explores the organisational complexities of modern data centers, where responsibility is often shared across landlords, operators, contractors, and end users.

Listen Now

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Time Stamps

• 00:00:02 – Introduction to data centre safety challenges
• 00:00:48 – How technologies inside data centres are changing
• 00:01:45 – Increasing operational complexity and EHS implications
• 00:02:49 – Fire suppression systems and balancing safety priorities
• 00:04:22 – Lithium-ion batteries and emerging fire risks
• 00:06:04 – Battery monitoring and management systems
• 00:07:05 – Using video analytics and technology to improve safety
• 00:08:09 – Governance challenges in data centre environments
• 00:08:30 – Shared responsibility between landlords, operators and users
• 00:09:47 – Understanding risk ownership and accountability
• 00:11:55 – Collaboration and communication across stakeholders
• 00:12:23 – Future risks and opportunities for data centre leaders
• 00:13:02 – The importance of staying informed and connected
• 00:13:35 – What excites safety leaders about the future of the industry
• 00:14:29 – Closing reflections

Guest Quotes

Massimo Cagnetta:

“The devices inside data centres are changing rapidly, and the operations need to adjust to this.”

“The most important point is to stay updated and stay connected with the organisation to understand what is happening.”

DP World is advancing biodiversity conservation at its Deep-Water Port in Posorja, Ecuador, through an innovative bee rescue and conservation initiative that protects pollinators, enhances mangrove ecosystems, and supports safer port operations.

Developed in partnership with Apícola del Ecuador, the project rescues bee swarms discovered within operational areas of the terminal and relocates them to a dedicated apiary within nearby mangrove habitats. The initiative helps preserve bee populations while reducing risks to employees and maintaining safe operations.

Historically, bee swarms would occasionally establish themselves within operational areas of the terminal, creating potential safety risks for employees. Rather than removing the colonies, DP World transformed the challenge into an opportunity to protect pollinators and support local biodiversity.

Today, rescued colonies are relocated to a technical area adjacent to the Port of Posorja, surrounded by native flowering plants and mangrove ecosystems. There, the bees are monitored, protected, and provided supplemental feeding when weather conditions require it.

Since the apiary was established in 2023, DP World has installed four beehives housing approximately 20,000 bees each, making it the only port in Ecuador operating a dedicated bee conservation and relocation program. The project also produces honey from the relocated colonies — a tangible reflection of the health of the hives and the surrounding ecosystem

The initiative builds on a partnership with Apícola del Ecuador that began in 2020 to train terminal personnel in the safe management and rescue of bee swarms.

Sany Rodríguez, Senior Director for Safety & Environment in Colombia, Ecuador and Peru at DP World, said: “Logistics and biodiversity can thrive together when sustainability is integrated into daily operations. By protecting pollinators and supporting mangrove ecosystems, we are demonstrating how infrastructure can contribute to environmental stewardship while maintaining safe and efficient operations. This initiative reflects our commitment to creating long-term value for both local communities and the natural environments where we operate.”

Supporting One of Nature’s Most Important Species

Pollinators play a vital role in maintaining healthy ecosystems and supporting global food systems. According to the Food and Agriculture Organization (FAO) of the United Nations, approximately 87.5% of flowering plants and more than 75% of food crops depend, at least in part, on pollination.

Samuel Gualotuña, CEO of Apícola del Ecuador, said: “Bees are important because they contribute to the balance of the ecosystem, through pollination, in this case, of the mangroves. What we have been doing with DP World is rescuing and relocating the bees found in the operational area, giving them a home, and ensuring they have a place of their own, so they can help nature maintain its balance.”

Part of a Broader Biodiversity Strategy

The bee conservation initiative complements DP World’s wider environmental efforts in Ecuador, where the company has planted more than 250,000 mangroves across 105 hectares in El Morro and Puná since 2017.

DP World has also supported the implementation of Ecuador’s first Agreement for the Sustainable Use and Stewardship of the Mangrove Ecosystem (AUSCEM) within the port sector, helping place more than 900 hectares of mangroves under community custodianship in partnership with local fishing associations and under the supervision of Ecuador’s Ministry of Environment and Energy.

More importantly, the bee conservation initiative demonstrates how operational challenges can be transformed into opportunities that create positive environmental impact. From mangrove restoration to pollinator conservation, DP World continues to show how trade infrastructure can help protect biodiversity, strengthen ecosystem resilience, and support a more sustainable future.

Learn more about DP World’s global sustainability work here.

LONDON, June 30, 2026 /3BL/ – DP World has helped customers cut more than 160,000 tonnes of CO2e savings from UK supply chains in less than three years, driven by a combination of increased rail freight, lower-carbon trucking solutions and innovative carbon inset programmes.

The pioneering Modal Shift Programme launched in September 2023 has played a major role in the achievement, increasing the share of rail freight at DP World’s Southampton terminal from 21% to more than 30%, with more than 200,000 truck trips moved from road to rail.

DP World UK’s Low Carbon Truck Programme (LCTP) trial has registered more than 1,500 trucks to the scheme, enabling hauliers serving London Gateway and Southampton to transition from diesel to Hydrotreated Vegetable Oil (HVO) at no additional cost under phase one.

The LCTP has been further strengthened by the second phase with the implementation of the Electric Vehicle Introduction and Transition Accelerator (EVITA) trial at Southampton, allowing hauliers to operate electric HGVs at the same cost as diesel and test in real world operations for a period of 12-weeks.

John Trenchard, Vice President – Sustainable Supply Chains, DP World, said: “Exceeding 160,000 tonnes of CO2e savings in just three years is a major milestone. We see the net zero economy as a key factor in our future growth and our ability to deliver for customers. This achievement demonstrates the real benefits of ports, logistics providers and customers working collaboratively to decarbonise supply chains at scale. Through initiatives spanning rail freight, lower-carbon fuels, electrification and carbon inset credits, we are helping customers reduce emissions while maintaining efficient, resilient and commercially sustainable supply chains.”

The initiatives are helping customers reduce Scope 3 emissions without compromising supply chain efficiency, reliability or competitiveness.

DP World’s Carbon Inset Programme (CIP) has continued to scale since launching in January 2025, with registrations now surpassing 250,000 TEUs worth of cargo after the credits available through the scheme were increased five-fold from 50kg to 250kg of CO2e per container.

Building on the programme, DP World UK earlier this year launched the new ‘Container Terminal Inset Certificates’ created through emissions reductions at Southampton, which will be included in DP World’s Carbon Inset Programme. These inset certificates enable customers to count emissions reductions generated through electrification, renewable electricity and lower-carbon fuels such as HVO towards their own supply chain decarbonisation targets.

DP World operates across more than 75 countries, enabling over 9% of global containerised trade. Through its integrated ports, logistics and transport network, DP World is helping customers accelerate supply chain decarbonisation while maintaining efficient and resilient trade flows worldwide.

— END —

MetLife released its 2025 Sustainability Report¹, showcasing how the company is creating long-term value for customers, employees, communities and shareholders while advancing its purpose: Always with you, building a more confident future. The report highlights MetLife’s progress executing its five-year strategy, New Frontier, and demonstrates how sustainability remains a key driver of business performance, innovation and impact.

For nearly 160 years², MetLife has helped individuals and institutions build financial security and confidence. In 2025, the company served more than 100 million customers across more than 40 markets, had approximately $741.7 billion in total assets under management³ and was supported by approximately 46,000 employees worldwide Additionally, MetLife paid more than $50 billion in policyholder benefits and claims in 2025, reinforcing its commitment to keeping promises when customers need support most.

The report also marks the first year of New Frontier, MetLife’s targeted five-year strategy designed to deliver stronger growth and attractive returns with lower risk. Built around the company’s strengths in scale, diversification, distribution capabilities and technology, New Frontier focuses on extending leadership in Group Benefits, capitalizing on its retirement solutions, accelerating growth in asset management and expanding its presence in high-growth international markets.

As the company looks ahead, the 2025 Sustainability Report demonstrates how MetLife is translating purpose into action, combining business performance, employee engagement and environmental stewardship to help build a more confident future for generations to come.

Read the full 2025 Sustainability Report
 

^{1 Information is as of December 31, 2025, or for the year ended December 31, 2025, unless otherwise noted. Certain metrics have been rounded to aid readability. Metrics do not include information from PineBridge Investments, unless otherwise noted.}

^{2 As of March 24, 2026.} 

^{3 At estimated fair value as of December 31, 2025. Includes PineBridge Investments assets under management.}

Forward-Looking Statements
The forward-looking statements in this article, using words such as “long-term,” are based on assumptions and expectations that involve risks and uncertainties, including the “Risk Factors” MetLife, Inc. describes in its U.S. Securities and Exchange Commission filings. MetLife’s future results could differ, and it does not undertake any obligation to publicly correct or update any of these statements.

Originally published on CVS Health Company Newsroom

Key points

• Many men develop silent risks for heart disease and certain cancers sooner than they may realize.
• Preventive screenings can catch issues early, yet men are less likely than women to seek routine care.
• CVS Health offers convenient ways to get screened — from walk in clinics to virtual care and mobile health vans

Why health screenings matter

Taking care of health doesn’t have to be complicated — but it does need to be consistent. Regular screenings can identify potential issues before symptoms appear.

“Most of the conditions we worry about in men develop quietly. Screenings give us a chance to catch issues early, when treatment is simpler and outcomes are far better,” says David Fairchild, MD, Chief Medical Officer, Retail Health at CVS Health.

Conditions like high blood pressure, high cholesterol, diabetes, and some cancers often develop undetected. Heart disease remains the leading cause of death in the United States, and men tend to develop cardiovascular disease at younger ages than women.^{1, 2}

The average age of a first heart attack is about 65 for men, compared to 72 for women.³ Nearly 1 in 5 heart attacks occurs without clear symptoms — making routine screenings essential.³

Preventive care is about staying well, not just treating illness. Screenings help detect issues early, prevent complications, and provide a clearer picture of overall health.

What early detection can look like

Across care settings, routine screenings often uncover important risks — sometimes when individuals feel completely fine:

• A firefighter in his 20s learns during a routine screening that he has dangerously high blood pressure, allowing him to take action before long-term damage occurs.
• A busy administrator in his 40s discovers elevated blood sugar levels at a preventive visit, leading to early diabetes management and reduced risk of complications.
• A retired teacher in his 60s completes a colorectal cancer screening that detects an issue early, when treatment is most effective.

While these illustrative scenarios differ, they point to a shared takeaway: Screening needs change with age and risk — and accessible, convenient care makes it easier to stay on track. Knowing what to check, and when, helps men take a more proactive role in their health.

What men should prioritize for better health at every age

Preventive care isn’t one-size-fits-all—but there is a set of recommended core screenings men should stay on top of throughout adulthood, regardless of age. These foundational screenings help track overall health, catch early risk factors, and guide timely care decisions.

Recommended core screenings for adult men include:

• Annual physical exam
• Blood pressure screening
• Cholesterol screening
• Diabetes screening (based on age and risk)
• Mental health screening
• Routine infectious disease and STI screening as appropriate

As men age, these core screenings continue, while additional age-specific screenings are layered in to detect conditions that become more common over time.

Here’s how screening recommendations typically evolve by decade. People should talk with a health care provider to determine what’s right for them.

20s: Build a baseline

In the late teens and twenties, many men feel healthy—which makes this an ideal time to establish a baseline through preventive care.

Continue core screenings, with the focus on:

• Establishing baseline metrics (blood pressure, cholesterol)
• HIV and hepatitis C screening (at least once)⁴

30s: Stay proactive

Risk for heart disease can begin to rise in the 30s, often without noticeable symptoms.¹

Continue core screenings, plus:

• Monitoring trends in blood pressure and cholesterol
• Diabetes screening for individuals with risk factors⁴

40s: Shift toward early detection

Risk continues to increase in the 40s, making early detection more important than ever.

Continue core screenings, plus:

• Colorectal cancer screening starting at age 45⁴

Cancer screenings become especially important during this stage. Prostate cancer has more than 99% five-year survival when detected early.⁶ Colorectal cancer is also rising in younger adults, with about 1 in 5 cases occurring under age 55.⁵

50s and early 60s: Make prevention a priority

These years are a critical window for preventive care and cancer detection.

Continue core screenings, plus:

• Colorectal cancer screening
• Prostate cancer screening (based on individual risk)⁴
• Lung cancer screening (for those with a history of smoking)⁴

“Screening needs change with age, but the goal stays the same: Understand risks early and stay ahead of them,” says Dr. Fairchild.

65 and beyond: Focus on long-term health

Screening continues to play a key role in maintaining independence and quality of life.

Continue core screenings, plus:

• Monitoring and managing chronic conditions
• Abdominal aortic aneurysm screening for certain men (typically ages 65–75 with smoking history)⁴
• Conversations about mobility, cognitive health, and overall wellness

Why many men delay preventive care

Even though screenings can save lives, many men still put them off. Men are also less likely than women to seek preventive care or visit a doctor regularly.⁷

Mental health is another gap. Only about half of men with mental illness receive care, and men are nearly four times more likely to die by suicide.⁸ Persistent stigma and social expectations can limit men’s willingness to seek care. Improving access is key to closing this gap.

How CVS Health expands access to preventive screenings and care

Convenience is often the biggest barrier to preventive care. CVS Health offers multiple ways to get screened — meeting people where they are:

• MinuteClinic®: Walk-in preventive services including screening for blood pressure, cholesterol, diabetes, and STIs; wellness visits, as well as adult primary care in select markets and virtual mental health counseling in most states.
• Oak Street Health®: Primary care for older adults on Medicare with a team-based model integrating physical, behavioral and social health and a strong focus on preventive care and chronic condition management.
• Signify Health®: In-home health evaluations for eligible health plan members, which may include certain preventive screenings, along with care coordination and referrals.
• Project Health: Free community-based screenings through mobile units and in-store events.
• Aetna®: Coverage and care coordination that help members stay on track with recommended screenings.

“When care is convenient and close to home, people are far more likely to get the screenings they need. Reducing barriers is essential,” says Dr. Fairchild.

A simple step toward better health

Staying healthy doesn’t require a major overhaul. Consistent, proactive care can make a meaningful difference over time.

“Don’t wait. Schedule the screening. Small steps like this can make a life-changing difference,” says Dr. Fairchild.

Preventive care is easier than ever — whether it’s a walk-in clinic, a primary care visit, or a community screening event. The key is making it routine, not an afterthought.

DENTON, Texas, June 30, 2026 /3BL/ – Following a thorough review of additional information regarding new carton sortation for recycling across California, the California Department of Resources Recycling and Recovery (CalRecycle) has published an update to its Senate Bill 343 Final Findings Report findings to confirm that food and beverage cartons meet the statewide sortation threshold required for recyclable labeling under the statute.

The June 24, 2026 update revises Table 2 of CalRecycle’s SB 343 Final Findings Report to reflect that cartons are now sorted for recycling by large-volume transfer and processing facilities serving 62% of California counties. This exceeds the threshold established by SB 343 that determines whether a package can be labeled as recyclable.

“This update reflects the real and growing capacity of California’s recycling system to recover and recycle food and beverage cartons,” said Jordan Fengel, President of the Carton Council. “We are pleased that on-package labeling will continue to accurately communicate that cartons should be recycled, helping to provide sufficient material to established and emerging recycling end markets.”

CalRecycle’s updated evaluation incorporates newly verified sortation at three California material recovery facilities (MRFs):

• Western Placer Waste Management Authority MRF in Roseville
• Pacific Recycling Solutions MRF in Ukiah
• Cold Canyon Landfill MRF in San Luis Obispo

Together with facilities previously identified by CalRecycle, these operations sort cartons into PSI Grade 52 bales and serve 21 California counties. The update reflects how cartons are collected, sorted, and marketed throughout the recycling system.

“This milestone is the result of continued collaboration across the recycling value chain,” Fengel said. “We appreciate the facilities that have invested with us in carton sortation, the communities that include cartons in their recycling programs, and CalRecycle’s careful review of all available data.”

SB 343 permits the use of the chasing-arrows symbol and other recyclability claims only for products and packaging that satisfy the criteria outlined in California law. CalRecycle’s characterization findings provide the collection and sortation data used to evaluate materials under those requirements.

The Carton Council will continue working with communities, material recovery facilities and recycling end markets to expand carton recovery and ensure that valuable carton material is returned to productive use.

About the Carton Council
The Carton Council is composed of four leading carton manufacturers, Elopak, Novolex, SIG, and Tetra Pak. Formed in 2009, the Carton Council works to deliver long-term collaborative solutions to divert valuable cartons from the landfill. Cartons are commonly used to package products like milk, broth, soup, juice and other beverages. When recycled, they can be transformed into premium building materials or new paper products, contributing to a circular economy.

Through a united effort, the Carton Council is committed to building a sustainable infrastructure for carton recycling in the U.S.  and Canada and works toward its goals of adding access to carton recycling, as well as increasing recycling rates. For more information, visit recyclecartons.com.

The 2026 World Cup is on track to be the most sustainable ever, but there’s an intriguing quirk behind that headline: it’s also estimated to be the most carbon-intensive sporting event ever held.

The story of FIFA’s efforts to bring the world together while also conserving it provides important insights about how intent and effect can diverge for those working in sustainability. 

The 2026 World Cup made genuinely impressive operational sustainability choices:  

• No new stadium construction. Unlike Qatar, which built seven venues from scratch and saw infrastructure account for nearly a quarter of its total carbon footprint, organizers used existing NFL and MLS stadiums, reducing that figure to just 3.1%. 
• Venues like SoFi Stadium in Los Angeles deploy passive cooling systems and specialized roofing that reduces direct solar heat gain by approximately 86%. 
• Atlanta’s Mercedes-Benz Stadium became the first professional sports venue in North America to earn LEED Platinum certification when it opened in 2017. More than 4,000 solar panels generate approximately 1.6 million kilowatt-hours of electricity annually.  
• Houston committed all main official World Cup sites to operating on 100% renewable electricity throughout the tournament
• Across all 16 venues, the tournament average hit 84% renewable supply across match-day electricity consumption during test events, with three Mexican venues exceeding 90% due to solar buildout around Guadalajara and Monterrey.  
• Lumen Field in Seattle has implemented programs that divert between 90% and 95% of waste from landfills through recycling and composting — efforts the city has expanded for the tournament. 

By any reasonable measure of facility-level sustainability, this tournament is a success story worth telling.

And yet carbon accounting platform Greenly, using publicly available data and established emissions methodologies, estimates the tournament will generate 7.8 million metric tons of CO₂e — roughly 2.1 times the footprint of Qatar 2022. 

How does this happen? The commercial strategy produces impacts the sustainability strategy cannot compensate for. 

The tournament expanded from 32 to 48 teams and increased match count from 64 to 104. The competition footprint stretches from Vancouver to Mexico City, making continental-scale air travel required. Greenly estimates spectator travel alone accounts for 87.8% of total emissions. FIFA president Gianni Infantino has drawn sharp criticism for his use of a Qatar Airways private jet to attend matches across North America — Greenly estimates his travel alone will generate between 300 and 500 tons of CO₂ over the course of the tournament.

FIFA did not ignore sustainability. They optimized for it where they could.

The gap between genuine operational progress and absolute emissions is the central tension every corporate sustainability leader needs to reckon with. FIFA is a unique case; the scale of fan travel attached to a global sporting event has no corporate equivalent. But the underlying dynamic—operational efficiency overwhelmed by structural growth decisions—is a common challenge we see in all industries. 

Three sustainable business lessons from FIFA

1. Scope 3 is where your strategy will be won or lost—not your facilities.

Many organizations have made real progress reducing facility energy, cutting waste, and greening their direct operations. That work is legitimate and worth doing. But when a growth strategy requires geographic expansion, increased logistics, or a more complex supply chain, Scope 3 emissions can erase facility-level gains many times over. FIFA optimized Scope 1 and 2, then designed a commercial strategy that guaranteed a massive Scope 3 increase. Before your next market expansion, product launch, or operational scale-up, the question worth asking is not “how do we offset what this costs?” It is: what does this decision do to our total carbon picture — not just what we control directly, but what we cause?

2. Your digital footprint is real, and it is almost certainly uncounted.

Entirely absent from FIFA’s official sustainability accounting is the energy cost of the tournament’s digital ecosystem — global broadcasting infrastructure, multi-screen streaming, sports data feeds, and fan engagement platforms. The UK’s National Energy System Operator predicts that England and Scotland’s group stage matches could each spike national electricity demand by 600 megawatts — the equivalent of the combined electricity demand of Leeds and Glasgow. That is the energy cost of people watching on TV and devices, not of anyone traveling to a stadium. This is not a quirk of sports. As companies accelerate AI adoption, expand cloud infrastructure, and scale data-intensive operations, the energy required to power their digital presence is growing rapidly. True accounting catches up to reality eventually. Getting ahead of it is both a risk management decision and a credibility one. 

3. Sustainability organized at the operational level has no power over decisions made at the commercial level.

FIFA did not lack sustainability leadership. Each of the 16 host cities was required by FIFA to appoint its own sustainability officer and produce a formal sustainability plan. Those professionals did serious work. But their authority was confined entirely to operations: waste diversion at venues, renewable electricity procurement, fan festival composting programs. The decisions that determined the tournament’s actual carbon trajectory—expanding the format to 48 teams, selecting 16 cities across three countries—were made at the commercial level, where sustainability had no seat and apparently no voice.

A joint report from Loughborough University, the University of Bristol, and the University of Manchester, released ahead of the tournament, found that sustainability managers involved in FIFA operate in isolated compliance roles rather than being embedded in all levels of decision-making.  The researchers described soccer’s carbon footprint as not simply caused by fan travel or stadiums, but as politically produced through decades of commercial growth, globalization, and ties to fossil fuel companies.  The structural critique is precise: sustainability was positioned to manage consequences, not to shape decisions.

Sustainability Deserves a Seat at the Strategy Table

The 2026 World Cup will be remembered as a case study in what happens when sustainability is treated as an operational layer bolted onto a commercial strategy rather than embedded within it. The stadiums were efficient. The growth model overwhelmed them. Companies across industries face similar challenges. Keeping an eye on Scope 3 emissions, the growing digital footprint and getting sustainability to the strategy table can help.

DAVIDSON, N.C., June 30, 2026 /3BL/ – Trane^® – by Trane Technologies (NYSE: TT), a global climate innovator, is introducing a new connectivity solution that helps customers modernize building operations through secure, simplified access to equipment data and connected services. Purpose-built for speed, simplicity and security, the Trane® Cell Modem provides a seamless path for customers to connect their equipment to Trane Cloud – unlocking real-time insights, analytics and digital services that help enable smarter, more efficient facilities.

For many building owners and operators, the complexity, cost and security considerations of connecting equipment to IT networks have been major barriers to modernization – particularly for legacy equipment not originally designed for digital connectivity. As a new connectivity gateway, the solution helps address those challenges with a streamlined, secure path to accelerate digital transformation across their portfolios, delivering broader visibility, faster decision-making and stronger operational performance.

The solution uses cellular connectivity to connect installed Trane commercial equipment to Trane Cloud instead of relying on a building’s local Wi‑Fi or IT network. Designed for quick deployment and simplified installation, it provides a scalable, secure and affordable way to extend digital access across more equipment already in the field.

“Early customer interest reinforces that connected equipment is a critical first step in modernizing building operations,” said Brian Fox, Director of Digital Sales, Commercial HVAC Americas, Trane Technologies. “This new offering helps customers take that step with simple, secure connectivity to Trane Cloud, where they can access the insights, analytics and expertise needed to optimize performance, improve reliability and operate more sustainably.”

Through Trane Cloud, building owners, operators, and facility teams gain a connected view of equipment performance across sites and portfolios, enabling organizations to better manage energy use, help reduce downtime and enhance reliability. By combining Trane’s deep expertise in building systems with proven telematics capabilities, customers gain a simple, scalable and secure path to digital transformation – unlocking the full value of Trane Cloud, supporting circularity by extending the useful life of installed equipment and enabling smarter, data-driven building performance.

Importantly, the solution also strengthens how Trane delivers service. Live data helps Trane experts continuously optimize offerings, while technicians can log in remotely to triage issues faster, diagnose performance trends and pair data-driven insights with the expertise of Trane’s best-in-class service teams. This combination of intelligent analytics and human expertise allows customers to resolve issues more quickly and improve performance across the equipment lifecycle.

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About Trane Technologies
Trane Technologies is a global climate innovator. Through our strategic brands Trane® and Thermo King®, and our portfolio of environmentally responsible products and services, we bring efficient and sustainable climate solutions to buildings, homes and transportation. For more on Trane Technologies, visit tranetechnologies.com.

About Trane
Trane® – by Trane Technologies (NYSE: TT), a global climate innovator – creates comfortable, energy efficient indoor environments for commercial and residential applications. For more information, please visit trane.com.