NEW YORK, August 22, 2026 /3BL/ – idealist.org, the website behind nonprofit Idealist, launched thirty years ago today. To celebrate three decades of helping people move from intention to action, Idealist is reflecting on their history and the way forward.
Before Google and Wikipedia, there was Idealist. An early web presence, idealist.org launched on August 22, 1996 with altruism at its core: bringing people together through new technology to build a better world. The directory of nonprofit organizations was later joined by listings for jobs, internships, volunteer opportunities, and ways to connect with neighbors to solve local problems. Over the years, Idealist has connected millions of people to hundreds of thousands of organizations.
Beyond listings and organization profiles, Idealist has:
Organized nearly 300 in-person and digital grad-school fairs to help over 100,000 members of our network advance their social-impact careers.
Published over 2,000 free resources to encourage individuals and organizations to participate in equitable and sustainable social-impact opportunities.
Collected 50,000 pieces of salary data to chart nonprofit salaries across the United States.
In 2025, Idealist merged with visionary nonprofit VolunteerMatch, expanding ways to take action by housing jobs, volunteer opportunities, and more under one digital roof. As one merged organization, Idealist launched two software solutions to help even more people engage in volunteerism, engaging 200 corporate clients and 2.25 million employees annually.
“Looking back is somewhat astounding,” said Idealist Founder and Executive Director Ami Dar. “We built something for the nonprofit sector when the internet was considered ‘fringe’ and not a necessity as it is today. More than anything, I am looking toward the future, and how we can innovate for anyone who wants to build a better world. In these divisive times, our team wants to find ways to bring us all together, because we have so much more in common than we think. Together, we can shape the world we want to see.”
For 30 years, Idealist has worked to bridge the gap between intention and action by connecting organizations and people who want to do good. With the 2025 merger with VolunteerMatch, Idealist has connected 200,000+ organizations with tens of millions of people. Over the years, the combined organizations facilitated posting of over a million jobs and over a million volunteer opportunities. Additionally, Idealist empowers businesses to make a difference through volunteering via API technology and other means. Find out more at idealist.org and on LinkedIn and Instagram.
NEW YORK, August 22, 2026 /3BL/ – idealist.org, the website behind nonprofit Idealist, launched thirty years ago today. To celebrate three decades of helping people move from intention to action, Idealist is reflecting on their history and the way forward.
Before Google and Wikipedia, there was Idealist. An early web presence, idealist.org launched on August 22, 1996 with altruism at its core: bringing people together through new technology to build a better world. The directory of nonprofit organizations was later joined by listings for jobs, internships, volunteer opportunities, and ways to connect with neighbors to solve local problems. Over the years, Idealist has connected millions of people to hundreds of thousands of organizations.
Beyond listings and organization profiles, Idealist has:
Organized nearly 300 in-person and digital grad-school fairs to help over 100,000 members of our network advance their social-impact careers.
Published over 2,000 free resources to encourage individuals and organizations to participate in equitable and sustainable social-impact opportunities.
Collected 50,000 pieces of salary data to chart nonprofit salaries across the United States.
In 2025, Idealist merged with visionary nonprofit VolunteerMatch, expanding ways to take action by housing jobs, volunteer opportunities, and more under one digital roof. As one merged organization, Idealist launched two software solutions to help even more people engage in volunteerism, engaging 200 corporate clients and 2.25 million employees annually.
“Looking back is somewhat astounding,” said Idealist Founder and Executive Director Ami Dar. “We built something for the nonprofit sector when the internet was considered ‘fringe’ and not a necessity as it is today. More than anything, I am looking toward the future, and how we can innovate for anyone who wants to build a better world. In these divisive times, our team wants to find ways to bring us all together, because we have so much more in common than we think. Together, we can shape the world we want to see.”
For 30 years, Idealist has worked to bridge the gap between intention and action by connecting organizations and people who want to do good. With the 2025 merger with VolunteerMatch, Idealist has connected 200,000+ organizations with tens of millions of people. Over the years, the combined organizations facilitated posting of over a million jobs and over a million volunteer opportunities. Additionally, Idealist empowers businesses to make a difference through volunteering via API technology and other means. Find out more at idealist.org and on LinkedIn and Instagram.
We strive to address harmful content while helping ensure we operate a platform encouraging diverse ideas and open expression.
GoDaddy believes in the importance of freedom of speech, but we also recognize the importance of addressing harmful content in a manner designed to protect our community. Our trust and safety approach is overseen by GoDaddy’s Trust and Safety Team and is grounded in robust policies, consistent enforcement, regulatory compliance, and transparent disclosures. Our philosophy is outlined in our Trust Center, with specific policies detailed in our Universal Terms of Service (UTOS).
As a provider of domain registration and hosting services, GoDaddy plays an important role in the digital landscape. While we facilitate domain registrations, we also offer comprehensive hosting solutions that help customers establish and maintain their online presence. GoDaddy remains committed to addressing and helping mitigate the potential negative impacts of digital technology misuse, even where our ability to directly modify or remove harmful content may be limited. Our ongoing efforts to promote responsible and sustainable digital practices reflect our dedication to a secure and open internet.
Governance & Transparency
GoDaddy’s UTOS set forth the terms and conditions that govern the use of a majority of our sites, products, and services.18 It’s a violation of our UTOS to use our services to promote, encourage, or engage in violence or for any illegal activity, including, but not limited to, the exploitation of children, the promotion of terrorism, the sale of prescription medicine without a valid prescription, and fraudulent activity. We regularly review and stress test our trust and safety policies to address emerging risks and evolving threats.
We take reports and feedback seriously. GoDaddy’s Trust and Safety Team follows established processes to review content complaints for potential violations of our UTOS or other safety policies and takes appropriate action when violations are identified, which may include account suspension, termination, or other measures as warranted.
In 2025, we strengthened these processes by improving how content complaints can be submitted and tracked. Updates to our intake process added clearer guidance, making reporting more accessible and trackable.
23,860 –Our Content Safety Team processed 23,860 complaint cases, with complaints typically resolved within 48 hours.19
Regulatory Compliance
GoDaddy is committed to meeting applicable online safety and content regulation requirements in the regions where we operate. Where relevant to our operations, we take into account frameworks such as the E.U.’s Digital Services Act, including annual transparency report obligations, and the U.K.’s Online Safety Act. These frameworks help inform our approach to transparency, accountability, and the responsible management of online content, reinforcing our commitment to user safety and trust.
Safeguarding Trust & Safety Employees
Trust and safety work can be emotionally demanding. To help protect our teams, we use the Light Switch Protocol (LSP), a simple framework that limits exposure to sensitive content and helps ensure employees engage only at a level they have opted into. By clearly signaling when detailed discussions are appropriate and when conversations should remain high level, the LSP enables critical work on harmful content while safeguarding employee wellbeing.
Collaboration for Internet Safety
GoDaddy works with industry peers to help create a safer and more sustainable internet. We participate in several industry groups, including the Tech Coalition, where technology companies collaborate to advance child safety online through shared expertise and collective action. We also engage with the i2Coalition through technology policy briefings and cybersecurity and privacy working groups, helping inform industry dialogue and promote responsible practices that protect users and entrepreneurs alike. Through this work, we contribute to shared resources and support other companies as they build and strengthen trust and safety capabilities across the broader digital ecosystem.
The GoDaddy 2025 Global Stakeholder Impact Report details our progress toward our corporate sustainability goals, strategies, and initiatives in support of our overarching purpose and values. Unless otherwise noted, this report reflects our corporate sustainability performance across our global operations covering the fiscal year period from January 1 to December 31, 2025. To demonstrate our commitment to transparent communication regarding our sustainability progress, we routinely share updates through our website and our annual reporting. We welcome your questions, comments, and feedback on this report by contacting ESG@GoDaddy.com.
This report references the Global Reporting Initiative Standards, includes select Sustainability Accounting Standards Board metrics for the Internet Media and Services sector, and the Task Force on Climate Related Financial Disclosures. We also disclose our contributions and progress toward priority UN SDGs. For additional information on how we align with these frameworks and key indicators demonstrating our sustainability performance, please refer to the Frameworks & Metrics section.
About GoDaddy
GoDaddy, the world’s largest domain name registrar, helps millions of entrepreneurs globally start, grow, and scale their businesses. People come to GoDaddy to name their idea, build a website and logo, sell their products and services and accept payments. GoDaddy Airo®, the company’s AI-powered experience, makes growing a small business faster and easier by helping them to get their idea online in minutes, drive traffic and boost sales. GoDaddy’s expert guides are available 24/7 to provide assistance. To learn more about the company, visit www.GoDaddy.com.
[18] Other GoDaddy brands may have standalone terms of service that govern their respective sites, tools, and services. [19] The total number of complaints reflects full-year 2025 data. Resolution time metrics reflect performance following system enhancements implemented in September 2025 through year-end, as part of our continued operational improvements.
The client is the U.S. subsidiary of an international life sciences company that develops scientific instruments for pharmaceutical companies, biotechnology organizations, and research institutions. As the subsidiary expanded its U.S. operations, it needed a back-office structure capable of supporting continued growth while meeting the financial reporting requirements of its parent company.
Client need and business challenge
Despite its growth, the U.S. subsidiary did not have dedicated internal finance resources. Leadership wanted a single provider that could coordinate several essential back-office functions rather than managing separate accounting, HR, payroll, and tax providers.
The company needed support establishing reliable day-to-day accounting processes, strengthening its month-end close and addressing U.S. tax considerations. The operating model also needed to be scalable so the organization could continue growing without immediately building a full internal finance function.
The lack of dedicated finance resources created operational and reporting challenges for the U.S. subsidiary. The company needed consistent accounting procedures and a structured close process to produce accurate financial information for its international parent company.
At the same time, the subsidiary had to manage HR and payroll requirements and U.S. tax obligations. Without a coordinated back-office model, these responsibilities could become fragmented as the organization grew.
Baker Tilly solution
Baker Tilly quickly deployed a blended team of accounting, HR and payroll, and tax professionals. The team worked with company leadership to enhance existing processes and procedures, establish day-to-day accounting workflows, and develop a structured month-end close process.
Baker Tilly also provided guidance concerning U.S. tax implications and introduced proactive tax-planning strategies. Bringing these capabilities together within one managed services relationship gave the subsidiary coordinated access to professionals across several business functions.
The approach was designed to provide immediate operational support while creating processes that could accommodate the company’s continued U.S. growth.
Results achieved
Baker Tilly established day-to-day accounting processes and a structured month-end close that facilitated the delivery of accurate financial information to the client’s international parent company.
The coordinated engagement also provided HR and payroll support and proactive U.S. tax planning. Together, these services created a more dependable and scalable back-office foundation for the subsidiary.
The available information does not include verified numerical measures of improvement. Accordingly, the results are presented qualitatively and should not be supplemented with estimated savings, percentages, or performance metrics.
Growing life sciences organizations need back-office capabilities that can keep pace with operational and commercial expansion. Baker Tilly Managed Services brings accounting, HR, payroll, and tax professionals together to help organizations establish dependable processes, improve coordination, and prepare their operations for continued growth.
The Boehringer Ingelheim Cares Foundation works alongside partners to address unmet needs across human and animal health and STEM education. Over 25 years, the foundation has expanded its approach—from direct financial and in-kind support toward longer-term partnerships aimed at strengthening communities
In 2001, the Boehringer Ingelheim Cares Foundation (Boehringer Cares) was established to support causes important to the communities where we live and work, pursuing philanthropy that created real impact.
Over the past 25 years, Boehringer Cares has observed a consistent pattern: while direct charitable support is essential to addressing unmet needs, lasting impact depends on partnering with nonprofit organizations that understand and shape the systems influencing health and well-being. This perspective guides Boehringer Cares’ approach to partnership and program development, grounded in the belief that meaningful, sustainable change is achieved by working alongside those closest to the challenges. Boehringer Cares channels this focus into its core priority areas, aligning resources and partnerships to drive impact.
Engaging our employees
Across Boehringer Ingelheim, employees actively participate in Boehringer Cares initiatives and generously support its mission through volunteering, financial donations and the matching gifts program.
Community partners, much like Boehringer employees, seek deeper engagement that goes beyond financial support. They seek collaborators who will listen and join them to build capacity and resilience. At the same time, society expects companies to deliver real, measurable impact.
Kristin Segrue, Director, Corporate Social Responsibility and Boehringer Ingelheim Cares Foundation, describes “Leading with Care” about empowering people to drive meaningful change. Boehringer employees exemplify this commitment as volunteers, donors, mentors, and advocates, helping build stronger, more resilient communities together.
“Our programs aim to support people, animals, and communities by bringing together expertise and resources to address unmet community needs.” Kristin Segrue, Director, Corporate Social Responsibility and Boehringer Ingelheim Cares Foundation
Improving access to healthcare
“Leading with Care” means building partnerships to make healthier communities possible where it is needed most. Americares, a nonprofit committed to helping people access health in times of disaster and everyday, is one of our long-term partners in this work.
What began in 2005 as a mobile clinic for uninsured adults in Greater Danbury, Connecticut, became the Boehringer Ingelheim Americares Free Clinic of Danbury in 2009, offering free, high-quality care. In 2016, Boehringer Cares launched a health coaching program that now supports multiple clinics across the state.
Through this alliance, 635 patients received care in 2025, and 11,800 individuals received access to donated Boehringer Ingelheim medicines at no cost.
Advancing disaster preparedness and recovery
The same spirit of care in providing access to healthcare drives Boehringer Cares’ disaster preparedness and recovery efforts. By partnering with nonprofits such as Greater Good Charities, Direct Relief, World Central Kitchen, and Americares, the Foundation helps communities anticipate and prepare for disasters.
To strengthen recovery and build long-term resilience, Boehringer Cares prepositions medicine and supplies, ensures rapid response when disasters occur, and remains engaged throughout the rebuilding process. For example, during Hurricanes Helene and Milton in 2024, more than USD 2 million in products were provided, reaching over 8,000 people and animals.
Boehringer Cares amplifies employee generosity through its matching gift programs, which may match donations at a 2:1 ratio, contributing up to double the original amount to eligible organizations.
Since 2023, products valued at more than USD 500M have reached tens of thousands of people and animals, including during Hurricanes Helene and Milton in 2024.
Enhancing STEM education
Many students in under-resourced schools lack access to science, technology, engineering, and math (STEM) education programs. They have fewer opportunities to explore hands-on science, fewer role models, and fewer pathways to STEM careers. Boehringer Cares works to close these gaps by supporting the next generation of scientists, innovators and leaders, not just to succeed in STEM, but also to serve their communities.
Since 2009, employees have mentored students through the Connecticut Invention Convention, an education nonprofit that brings innovation and entrepreneurship programs to more than 12,000 young learners annually. STEM Day, launched in 2024 and continued in 2025, engaging high school students through informational sessions, connections with Boehringer employees, hands-on activities, and facility tours. Through STEM education, mentorship, and real-world experiences, Boehringer Cares helps young people see themselves as future healthcare providers and innovators.
Strengthening animal health by championing veterinary well-being
These strategic partnerships support those who care for animals, nurture the next generation of veterinarians, and expand veterinary care in rural and urban areas. These efforts address critical gaps to ensure the profession remains strong, supported, and prepared for future needs.
Students from Universidad de Puerto Rico gain hands-on veterinary experience while helping expand access to animal care in underserved communities.
Why lead with care?
25 years of learning and commitment have demonstrated that change often begins in the gaps where systems fall short, where people are overlooked, and where needs go unmet.
Boehringer Cares’ role is to identify those gaps and help fill them. Together with partners, employees, and communities, Boehringer Cares strives to create solutions for our communities. By leading with care, the foundation works toward building stronger, healthier, and more resilient communities through long-term commitments to its partners and the people they serve.
Learn more about Boehringer Ingelheim Cares Foundation, its mission, initiatives, and partners.
/3BL/ – Lenovo has achieved its highest-ever score in the Workplace Pride Global Benchmark, reaching 93.7% in 2026 and earning ‘Advocate’ status for the first time, the highest level awarded to organisations scoring above 90%.
The result signals how far the company has progressed in embedding LGBTIQ+ inclusion across its global business.
The score reflects steady progress in recent years, with Lenovo now ranking in the top tier across every area measured, from policy and communications to employee networks, benefits, and societal impact. A key milestone was the implementation of LGBTIQ+ Self ID in selected European countries, designed to help Lenovo better understand its workforce and strengthen future inclusion initiatives.
“This one really matters,” said Christoph Blankenhagen, Global Technology Partners and Europe Pride Chair, Lenovo. “We’ve worked hard for many years working with our leader to build an LGBTIQ+ inclusive workplace, and to reach Advocate status with a score of 93.7% shows what consistent effort from teams around the world can achieve. That makes this result even more meaningful for us, and for the colleagues driving it every day.”
Behind the score is a broad mix of progress, stronger policies, active employee communities, and deeper engagement from leaders and allies. These tangible actions and initiatives led to Lenovo scoring at the top tier across all categories evaluated, including perfect scores in support, benefits and community impact.
David Pollard, Executive Director of Workplace Pride, said, “The 2026 Global Benchmark results are a reminder that leading with inclusion isn’t about the size of the budget or the ease of the moment; it’s about the choices organisations make when it matters most.”
The Workplace Pride Global Benchmark assesses how organisations support LGBTIQ+ inclusion across policies, culture, and operations worldwide, particularly in markets where progress is uneven.
For Lenovo, the 2026 result marks another step forward in a longer journey, one focused not just on policies, but on creating an environment where people can do their best work and feel they belong.
In addition, Christoph Blankenhagen was named Lenovo’s Europe and META Diversity Champion of the Year, while Lenovo’s Europe Pride ERG was recognised as Lenovo’s ERG of the Year. Together, these awards highlight both Christoph’s leadership and the Europe Pride ERG’s collective impact in advancing LGBTIQ+ inclusion across Lenovo.
Lenovo is a US$83 billion revenue global technology powerhouse, ranked #196 in the Fortune Global 500, and serving millions of customers every day in 180 markets. Guided by its vision of “Smarter Technology for All”, Lenovo is executing a Hybrid AI strategy that spans Personal AI – one personal AI, multiple devices; and Enterprise AI – helping customers turn data into insights and value. This strategy is delivered through the Group’s commitment to world-class innovation and a full-stack AI portfolio, including devices (PCs, workstations, smartphones, tablets, accessories), infrastructure solutions (server, storage, edge, high performance computing and software defined infrastructure), as well as software, solutions, and services. With a global footprint spanning more than 20 research and development locations and a global supply chain that includes more than 30 manufacturing sites across 10 markets, Lenovo is widely recognized for its operational excellence. Lenovo is listed on the Hong Kong stock exchange under Lenovo Group Limited (HKSE: 992) (ADR: LNVGY). Learn more at www.lenovo.com and follow the latest news in our newsroom.
For most young people, music festivals are places to experience their favorite artists and connect with culture. Increasingly, they are also providing valuable opportunities to explore potential careers behind the scenes of the live entertainment industry.
This summer, more than 40 high school students participated in AEG career exploration events held alongside Goldenvoice’s Head in the Clouds and Just Like Heaven festivals at Brookside at the Rose Bowl. The experiences provided students with a firsthand look at the wide range of professions that help bring major live events to life.
Participants explored career opportunities across event production, marketing, operations, food and beverage, stage production and entertainment management while learning how these functions work together to create large scale festival experiences. Guided tours and conversations with industry professionals offered students an insider’s perspective on the planning, coordination and execution required to deliver world class events.
Beyond exposing students to career possibilities, the program focused on helping them build practical skills that support future academic and professional success. Through collaborative challenges, students worked in teams to develop original festival concepts and present their ideas to industry leaders, strengthening their communication, team building, critical thinking and problem-solving abilities.
The events brought together students from schools and community organizations across the Los Angeles region, creating opportunities for young people to engage directly with professionals and gain insight into an industry that can often feel out of reach. For many participants, the experience provided a clearer understanding of both the educational pathways and professional experiences that can lead to careers in entertainment.
Experiential learning programs like those offered through AEG are becoming increasingly important to Career Technical Education (CTE) programs in high schools. By connecting students with real world environments, professional mentors and hands-on learning opportunities, organizations can help young people make more informed decisions about their futures while building confidence in their ability to pursue ambitious career goals.
As the entertainment industry continues to evolve, developing diverse talent pipelines remains essential to its future success. Through programs like this, AEG and Goldenvoice are helping prepare the next generation of professionals by providing meaningful exposure to the careers, skills and networks that power the live entertainment business.
Heart disease is the nation’s leading cause of death, but its impact is experienced unequally across populations. Heart health disparities, defined as preventable differences in cardiovascular outcomes among populations, contribute to a disproportionate burden of cardiovascular disease (CVD) and related risk factors in historically underserved communities.
“Addressing variations in heart health requires population-specific solutions that address the distinct needs and challenges faced by people in the different communities we serve,” said Dr. Ayo Gathing, Deputy Chief Health Engagement and Access Officer, CVS Health
Improving heart health through access and engagement
Historically underserved communities lack access to healthcare resources such as primary care, specialists, preventive screenings, and pharmacies. This leads to delayed or inconsistent care, contributing to poorer cardiovascular outcomes. These communities also face barriers to accessing social determinants of health (SDOH) resources such as transportation, nutritious food, and opportunities for physical activity. Appropriately addressing SDOH is critical for preventing and managing heart disease.
While expanding access is essential, it alone is not enough. Even when clinical and social resources are available, patients may remain at risk for heart disease if they lack the knowledge and support needed to stay engaged in their health. “Beyond providing excellent care, keeping people engaged in their health and providing advice on lifestyle management can help many people with and at risk of heart disease live long, active lives,” said Dr. Gathing. Heart health solutions must address access, education and awareness, as well as sustained support while reflecting the unique needs of communities. It could come through Aetna’s support of local food pharmacy programs, as poor diet and lack of access to affordable, healthy food contribute significantly to conditions such as heart disease. Or through Project Health’s community screening events, which offer free blood pressure screenings, and provide an accessible way for individuals to better understand their health and connect with local health services and resources. “I’m not currently at risk for any chronic diseases, but a free checkup and blood tests help keep me focused [on my health,]” said Shirley, who recently attended a Project Health event in Florida. “The doctor sat down with me and patiently explained what I can do to stay healthy and improve my health.”
Understanding community barriers to improving heart health
Barriers to CVD prevention, diagnosis, treatment, and management differ across populations. “Improving heart health requires understanding the challenges people face, connecting them to the right care at the right time, and ensuring they have the knowledge, support, and community resources to stay engaged throughout their health journey,” said Dr. Gathing. Addressing cardiovascular health disparities begins with understanding the specific challenges and needs of the communities most affected.
Medicaid Members — Medicaid members are faced with clinical and social barriers that make it harder to prevent and manage CVD, such as limited access to primary care, housing instability, or limited health literacy. Given these barriers, this population is also more likely to experience multiple chronic conditions, such as diabetes, putting them at higher risk for CVD.
Rural Communities — People living in rural areas often face specific barriers related to their geography such as primary care and specialist provider shortages, transportation challenges, and limited broadband connectivity for virtual care. Additionally, they may have difficulty accessing prescription medications due to lack of nearby pharmacies.
Every person should have the opportunity to achieve better heart health
By understanding community-specific barriers to CVD prevention and management, solutions can be designed to more effectively help patients identify risk, access care, navigate treatment, and stay engaged over time. Addressing cardiovascular health disparities requires a comprehensive approach that combines clinical care, community engagement, patient education, targeted data, and personalized support. “Every person deserves the opportunity to achieve better heart health. When healthcare meets people where they are, healthier communities become possible,” said Dr. Gathing.
Geoscientists are being asked to interpret more data, work across more disciplines and support decisions more quickly. For students preparing to enter the profession, a strong foundation in geology and geophysics remains essential. They also need experience using digital technology to bring different sources of subsurface information together, compare interpretations and develop recommendations they can defend.
The 2026 Imperial Barrel Award, a competition organized by the American Association of Petroleum Geologists (AAPG), gave graduate students an opportunity to practice that work. The competition included 82 universities from around the world, with teams selecting petroleum, geothermal energy or carbon capture and storage datasets.
Over 10 weeks, teams progressed from regional geological analysis through resource evaluation and risk assessment before presenting their recommendations to a panel of industry judges. They were evaluated on their technical analysis as well as teamwork, creativity, innovation and communication.
The exercise reflects a central challenge in professional geoscience. Subsurface data rarely points to one obvious answer, requiring geoscientists to evaluate competing interpretations, understand the associated risks and explain the technical evidence behind their conclusions.
Connecting Subsurface Data and Decisions
As a technology sponsor, SLB provided participating teams with access to the Delfi™ digital platform and training to support their analysis of real-world seismic, well and geochemical data. The platform brings together data, AI and scientific applications across exploration, development, drilling and production workflows.
The value is not simply learning another software application. It is understanding how individual technical tasks contribute to a larger decision. Using the Delfi platform, students could manage data, build geological interpretations, evaluate uncertainty and see how their analysis informed broader business and operational considerations.
Digital technology does not remove uncertainty from the subsurface. It gives geoscientists a more connected environment in which to test interpretations, collaborate across disciplines and communicate the reasoning behind their recommendations.
Recognizing the 2026 Winners
The global final concluded August 17 in Houston, with Indonesia’s Institut Teknologi Bandung winning first place for its analysis of the petroleum dataset. The University of Louisiana at Lafayette placed second and Hungary’s Eötvös Loránd University finished third.
“Congratulations to this year’s winners, whose work reflects the technical skill, collaboration and judgment the industry will need from the next generation of geoscientists,” said Marcus Rossi, vice president, Digital, North America, SLB. “Digital fluency is becoming fundamental to how geoscientists interpret data and make decisions, and the Imperial Barrel Award gives students an opportunity to build that experience early using the Delfi digital platform to work through complex, real-world challenges.”
In 2023, Goodwill Industries of Michiana launched an ambitious effort to create pathways to living-wage careers for residents across La Porte, Elkhart and St. Joseph counties. With support from a three-year, $175,000 KeyBank Foundation grant, The Academy at the Goodwill Bendix Campus launched technical training courses designed to connect job seekers with in-demand careers in the skilled trades.
Now that the grant period has concluded, the results show the power of investing in workforce development, employer partnerships and career-focused education.
The Academy was created to help bridge the gap between employers searching for qualified talent and individuals seeking skills needed to secure stable employment. Since receiving grant dollars, Goodwill has strengthened that mission through industry-recognized training programs and direct connections to employment opportunities.
From February 2023 through February 2026, Goodwill’s automative program achieved significant outcomes:
185 participants enrolled
121 participants completed automotive classes
203 industry-recognized credentials were earned
61 graduates received jobs
Job placement growth has been one of the most drastic metric improvements seen over the life of the grant:
9 automotive graduates secured jobs in 2023
9 automotive graduates secured jobs in 2024
43 graduates gained jobs between February 2025 and February 2026
This growth reflects the evolution of The Academy’s workforce development model and highlights the increasing effectiveness of its employer engagement and career placement efforts.
Pathways Beyond the Skills
The sharp rise in employment was driven by the expansion of local employer partnerships and the addition of a dedicated Career Coach who works directly with graduates of Goodwill’s Career and Technical Education programs. The Career Coach helps participants navigate the transition from training to employment by providing individualized job search support and industry connections.
In 2025, Goodwill also introduced “Foundational Fridays,” a weekly professional development initiative embedded within the automotive program. The sessions focus on workplace readiness skills that employers consistently identify as critical to long-term success.
Participants received guidance on:
Resume development
Interview preparation
Professional communication
Workplace relationships and dynamics
Job search strategies
By combining technical training with career readiness support, The Academy is helping participants not only secure employment – but also build the confidence and skills needed to retain and advance in their careers.
“We’re incredibly proud of the partnership with Goodwill and the transformative work they’re doing to meet the needs of the community and job market,” said Yvonne Harrington, Corporate Responsibility Officer. “The results speak volumes to the work of both the clients and staff at Goodwill. We look forward to even more success in the years ahead.”
