Month: August 2026

MilliporeSigma, the U.S. and Canada Life Science business of Merck KGaA, Darmstadt, Germany, has been recognized by the Business Intelligence Group (BIG) with a 2026 Sustainability Product of the Year Award (Physical Category) for its bio-based solvent portfolio for High-Performance Liquid Chromatography (HPLC).

Launched in April 2026, the award-winning portfolio is the first-of-its-kind, patent-pending line of bio-based HPLC solvents. The portfolio helps laboratories deliver on average 25.9% lower carbon dioxide equivalents compared with conventional fossil-fuel-based HPLC-grade solvents. Designed as true drop-in replacements, the solvents enable customers to advance their sustainability goals without changing validated methods, modifying instruments or disrupting laboratory workflows.

 

The BIG Sustainability Awards recognize companies, products and teams that are translating sustainability commitments into measurable business and environmental outcomes. This year’s winners represent organizations that are embedding sustainability into the way they design products, operate their businesses, and create long-term value.

Judges said the submission stood out because it, “clearly demonstrated a strong technical innovation with measurable sustainability benefits and a well-defined value proposition.” They also noted it, “delivers a meaningful carbon reduction without forcing laboratories to redevelop validated methods.”

This recognition underscores MilliporeSigma’s commitment to embedding sustainability into product innovation by developing solutions that help customers reduce their environmental impact while maintaining the quality, precision and reliability essential to scientific research and manufacturing.

To explore this year’s BIG Sustainability Award winners, visit the BIG’s website.

Learn more about MilliporeSigma’s Sustainability & Social Business Innovation initiatives.

Hunger. It’s a word that defines my “why.”

Our latest Shared Table guest has spent his life unleashing the “hunger” inside people to chase their potential. But when New York Times Best-Selling Author, Entrepreneur and Hunger Advocate, Tony Robbins, and I sat down, we focused on a different kind of hunger – the physical kind. The lack of meals that should never happen.

We explored the threads that connect a rainy night in Brazil to a Thanksgiving door in California – and how those moments turned into a movement. From the Protein Revolution to the three decisions that shape every leader’s life, this is a conversation about what happens when you stop managing circumstances and start creating the future.

Moments Matter: Two Doors, A Common Thread

I’m a firm believer that moments matter. They create threads in you that never go away.

For me, that moment was April 4, 2000, in Brazil. A security guard named Joaquin knocked on my door. He worked in the community where I lived as an expat and had become a bit of a language mentor. That night, Joaquin arrived with his young daughters, who hadn’t eaten for two days. That night changed my life. My family and I still fast for 48 hours every January to keep that memory and mission alive.

Tony’s moment came when he was 11. Thanksgiving Day. His family was eating crackers and peanut butter for dinner. A stranger knocked on the door with groceries and a turkey. Tony’s father, driven by pride, tried to slam the door. The stranger stopped him with a line Tony never forgot: “Sir, don’t let your family suffer because of your ego.” The meaning behind that event – that the world was full of strangers who cared – changed Tony’s world and drove his commitment to pay it forward. Just seven years later, he delivered his first two Thanksgiving meals to families in need.

It turned a moment into a movement and ultimately, Tony’s creation of the 100 Billion Meals initiative.

Best Quote: “I realized that my worst day was my best day. Because if my father had not left, would I be out here feeding people? I don’t know.”

The Protein Gap – and the Coalition to Close It

Hunger can’t be solved with carbs and day-old bakery goods. Tony learned this through his own health journey – moving from years as a vegan, often supplementing with highly processed foods, to vegetarian, to ultimately, coming full circle back to animal protein.

This shared conviction led us to the Coalition to Close the Protein Gap. Protein is the most requested food in the charitable food system, but only 14% of food is distributed, leaving many without access to this essential nutrient. The biggest barrier to closing the gap is improving accessibility and logistics to support distribution.

Alongside Tony, the USDA, U.S. Department of Health and Human Services (HHS), CDC Foundation and U.S. farmers and protein producers, we’ve launched the Coalition to Close the Protein Gap. Our goal? 3 billion protein-rich meals a year.

The Coalition will provide $40 million in funding to expand cold storage and infrastructure. In addition, America’s farmers and protein producers are stepping up to bridge the 800-million-pound gap. HATCH will operationalize the effort, providing infrastructure and logistics. The best part? HATCH isn’t charity; it’s a sustainable system, using a cost-plus model where farmers sell high-quality, lower-demand protein at a small margin. This allows food banks to stretch their budgets further while providing families with consistent, nutritious protein.

Stat to Remember: If hunger were a country, it would be the third-largest country in the world. We have the resources to address hunger, but it requires all of us to come together to serve and give.

The Power of Impossible Goals

When I first met Tony in 2024, HATCH delivered about 20 million meals a year. He shook me up and insisted 100 million meals were possible. He didn’t want incremental improvement, but massive action. His belief: impossible goals force creative thinking and eliminate mediocre options. The Coalition was born from Tony’s challenge. A huge thank you to the American farmers and protein producers who answered the call to take massive action. Coalition members include: Cargill, Case Farms, Inc., Elanco, Hilmar, Koch Foods, Inc., Mountaire Farms, MPS Egg Farms, Perdue Farms, Rose Acre Farms, Sanderson Farms, Simmons Foods, and Tyson Foods, with the support of the American Egg Board, National Cattlemen’s Beef Association, National Chicken Council, National Milk Producers Federation, National Pork Producers Council, National Pork Board and National Turkey Federation.

When we provide the right fuel, we change health and well-being forever.

The Number to Remember: 9

• 9 Amino Acids: Protein delivers the nine essential amino acids often called the building blocks of life.
• Age 9: If we can create the right dietary habits by age 9, we can permanently change a child’s health and cognitive trajectory.
• Genesis 9: The verse where God grants man the liberty to consume animal protein for nourishment.

The Hunger in Us: Focus, Meaning, Action

Our focus shifted from physical hunger to our hunger to unleash people’s potential and leadership. Tony shared the three decisions we unconsciously make multiple times a day that change everything when you intentionally consider them:

• What are you going to focus on? (What’s wrong or what’s possible?)
• What does it mean? (Events are neutral; the positive or negative emotion we assign to them creates the meaning.)
• What are you going to do? (Consistently acting in support of your goals strengthens belief in your capability.)

Tony, thank you for the partnership, the push and for being one of those rare people who take others to places they wouldn’t go on their own. Your lifelong dedication to feeding billions is more than philanthropy – it is a masterclass in turning a personal “why” into a global “how.”

Big Takeaway: A meal is more than just food – it’s the connection that happens when we come together around the table. We aren’t just filling plates; we are fueling the human potential that builds healthy communities.

Will you join our table? We’ve launched ‘The Missing Piece’ crowdfunding campaign. Tony has committed $8 million in matching funds. Your support builds the infrastructure to connect animal protein – meat, eggs and dairy – to families in need.

Donate to The Missing Piece here.

 

Risk management has changed dramatically in recent years. What was once often viewed through the lens of emergency response, compliance audits, or isolated risk assessments has become a much broader business conversation. Today, risk moves faster, crosses borders more easily, and affects everything from workforce health and safety to supply chain performance, regulatory exposure, reputation, and business continuity.

In Episode 3 of Season 3 of Rethinking EHS, host Keith Knoke, Chair of the Board for Inogen Alliance and Executive Vice President at Antea Group USA, is joined by Alizabeth Aramowicz Smith of Antea Group USA and Chris Trim of Peter J. Ramsay & Associates in Australia to discuss how organizations are moving from reactive compliance toward proactive resilience.

Together, they explore why EHS leaders are playing a more strategic role, how leading indicators can help organizations act earlier, why management of change is becoming a critical risk tool, and how global collaboration with local expertise helps companies manage increasingly complex risks across regions.
 

Key Takeaways 

• Risk management is no longer episodic. It is continuous, interconnected, and increasingly shaping business decisions at the highest level.
• EHS risk now touches areas beyond traditional compliance, including workforce resilience, procurement, supply chains, cybersecurity, environmental performance, and business continuity.
• Leading indicators are becoming more important for executives and boards as organizations seek earlier visibility into whether systems are likely to fail.
• Organizations are increasingly using data, Management of Change, and proactive due diligence to identify operational risks before they become costly disruptions.
• Global risk management requires both consistency and local expertise, especially when regulatory expectations, business culture, and operational realities vary by country.

Listen to the full episode: The New Era of Risk Management: From Compliance to Resilience

Why is risk management changing so quickly?

Keith Knoke: Risk feels fundamentally different today. It is faster, more interconnected, and always present. What has changed most?

Alizabeth Smith: One of the biggest changes is speed. A situation at one facility can quickly magnify through social media and other channels, creating impacts across the workforce, supply chain, customer relationships, and broader business performance.

Risk has also expanded beyond the traditional boundaries of EHS. It is no longer limited to emergency response plans or risk assessments. It now touches financial resilience, cybersecurity, environmental health and safety, procurement, and the broader resilience planning of the company.

That shift makes risk management more complex. Instead of one function managing risk in isolation, many stakeholders now need to contribute. The challenge is keeping those voices aligned across corporate offices, regional teams, and local facilities.

Why has EHS become more relevant in the boardroom?

Keith Knoke: Many organizations have large global footprints and relatively small EHS functions. How has EHS become more relevant at the board and strategy level?

Alizabeth Smith: Boards and executive teams are increasingly focused on leading indicators. They want to understand not only what happened last year, but what might happen next. That includes whether systems are about to fail, where staffing or budget decisions may be needed, and how emerging risks could affect business continuity.

Several pressures have elevated EHS conversations, including workforce availability, employee retention, geopolitical issues, supply chain requirements, and regulatory complexity. In that environment, failure is not just a compliance concern. It can affect business performance, staffing, budgets, and long-term resilience.

How did COVID-19 change the way organizations think about risk?

Keith Knoke: Did the pandemic permanently change the role of EHS and organizational risk management?

Chris Trim: COVID-19 created a step change in how people understood risk. It reinforced that there is no such thing as eliminating risk entirely. Instead, organizations need to understand risk, identify issues early, and be as proactive as possible.

Alizabeth Smith: COVID also brought workforce risk to the forefront. Psychosocial risk, employee stress, workforce availability, and the broader relationship between worker wellbeing and business continuity gained a much more prominent role.

While the intensity of EHS influence may have reduced slightly from the peak of the pandemic, many of the indicators, responsibilities, and reporting expectations created during that period remain.

What does it mean to move from compliance to resilience?

Keith Knoke: Traditionally, EHS functions were often focused on downside risk, such as preventing injuries or avoiding environmental harm. Are you seeing a shift toward business resilience?

Chris Trim: Yes. Organizations are increasingly planning ahead and recognizing the value of looking forward. Instead of only asking whether they are compliant today, they are asking what could disrupt operations, what risks are emerging, and what indicators should be monitored.

That shift requires organizations to get people involved early, align management around expectations, and identify the key indicators that need to be communicated to the rest of the business.

For global organizations, resilience depends on more than regulatory compliance. It requires understanding operational risk, workforce risk, supply chain risk, business continuity, and the cultural and regional contexts that influence how risk is managed.

How is due diligence becoming more risk-focused?

Keith Knoke: Are organizations evaluating operational EHS risks earlier during business decisions, such as acquisitions or major investments?

Chris Trim: Yes. Due diligence is increasingly moving beyond a narrow focus on environmental liabilities or regulatory requirements. Organizations want to understand what could interrupt the business, what controls are in place, and how likely certain risks are to occur.

In one example, a due diligence assessment of bus depots identified an underground fuel leak that affected remediation planning and transaction negotiations. The lesson is that reliable information early in the process helps organizations make better business decisions.

Alizabeth Smith: Sustainability, health and safety, occupational health, supply chain resilience, packaging, PFAS, and other operational risks are also showing up earlier in due diligence conversations. These areas can reveal important information about company culture, resilience, and the potential cost of integrating a business into an existing portfolio.

For organizations involved in M&A or global investment decisions, check out Inogen Alliance EHS Due Diligence services, which help clients identify, assess, and prioritize EHS and ESG risks to support informed business decisions.

What leading indicators are helping organizations manage risk earlier?

Keith Knoke: Companies no longer have the luxury of waiting to react. What leading indicators are proving useful, especially for health and safety?

Alizabeth Smith: Some leading indicators have existed for years, but they are gaining traction because organizations now need better visibility into system health. Examples include preventive maintenance completion, corrective action closure, completion of key risk training, and employee improvement suggestions.

These indicators help organizations see whether the system is healthy in the moment. If preventive maintenance slips, for example, it may signal a larger issue before an incident occurs. Digital systems can help aggregate this information across sites, business units, and corporate leadership levels.

This is more than tracking near misses. It is about identifying weak signals, understanding patterns, and acting before something becomes a business interruption, compliance issue, or safety event.

Check out Incident Prevention Programs and Investigation, focusing on reporting, investigation, data analysis, claims management, return-to-work processes, and compliance reporting.

How should companies use EHS data more effectively?

Keith Knoke: Many organizations rely on environmental or EHS information management systems. Are companies becoming more sophisticated in how they interpret that data?

Chris Trim: As organizations build stronger reporting systems and gather more experience, they can start using judgment and trend analysis to anticipate where risks may be heading. Instead of simply reacting after something is recorded, they can begin to interpret data and predict potential changes.

The value is not just in collecting data. The value comes from understanding what the data means and translating it into action.

Why is Management of Change becoming so important?

Keith Knoke: What role does Management of Change play in modern risk management?

Alizabeth Smith: For one client, the Management of Change process became the most important piece of data in the environmental management system because it showed whether critical risks were being evaluated early.

A new piece of equipment, a new chemical, or a change in process can create many downstream requirements. It may require new standard operating procedures, training, documentation, engineering controls, visual safety updates, and regulatory review.

The investment is often much larger than the initial purchase cost because the organization must also manage the risk of bringing that change into the facility.

Chris Trim: Successful change management also depends on involving the right people early. If a change is simply enforced after the decision has already been made, it may not stick. Bringing stakeholders into the process helps create continuity and better outcomes.

Inogen Alliance’s EHS Management Systems services support organizations with ISO standards, management system implementation, internal audits, corrective action tracking, global program development, and site-specific procedures.

How does global collaboration strengthen risk management?

Keith Knoke: Global organizations rarely manage risk alone. What does effective collaboration look like on the ground?

Chris Trim: Effective collaboration depends on communication and a shared understanding of the client’s risk profile. When teams communicate well, they can develop better information, assess risks more effectively, and support consistent decision-making.

Alizabeth Smith: One of the strengths of Inogen Alliance is the ability to reach out across the network when a client faces a unique situation. Local experts can provide insight into how similar risks have been managed and how approaches may need to differ by country, culture, and regulatory environment.

That local context matters. The right solution in one country may not work the same way in another. A consistent global framework needs to be paired with local expertise so organizations can manage risk effectively while respecting regional requirements and expectations.

Chris Trim: Consistency is also essential. Global clients need localized expertise, but they also need a consistent approach that allows them to compare results across regions rather than receiving reports that cannot be evaluated side by side.

What emerging risk should EHS leaders be watching?

Keith Knoke: If EHS leaders should watch one emerging risk right now, what would it be?

Chris Trim: Psychosocial risk.

Workforce wellbeing, stress, changing expectations, and psychosocial health are becoming increasingly important to organizational resilience. As regulations and expectations continue to evolve, psychosocial risk is moving from a human resources issue into a broader enterprise risk and EHS conversation.

How can organizations start building more resilient risk management programs?

Organizations looking to move from compliance to resilience can begin by asking a few practical questions:

• Where are risks emerging faster than our current systems can respond?
  Organizations should assess whether existing EHS and operational systems provide early enough visibility into workforce, facility, supply chain, and regulatory risks.
• Are we using leading indicators that truly reflect system health?
  Preventive maintenance, corrective action closure, key training completion, improvement suggestions, and Management of Change activity can help reveal where systems may be weakening.
• Do we understand risk early enough in due diligence and investment decisions?
  Operational, health and safety, sustainability, supply chain, and environmental risks can affect transaction outcomes and long-term business continuity.
• Is Management of Change connected to real decision-making?
  Changes in equipment, materials, workflows, or processes should trigger risk review, stakeholder input, documentation updates, training, and controls.
• Do global teams have both consistency and local expertise?
  A global risk framework is strongest when paired with in-country specialists who understand regulatory requirements, business culture, and practical implementation.

How Inogen Alliance Can Help

Risk management today requires more than a compliance checklist. It requires earlier insight, better data, proactive planning, strong Management of Change processes, and the ability to translate global strategy into practical local action.

Through a global network of local EHS and sustainability experts, Inogen Alliance helps multinational organizations identify, assess, and manage risk across countries, facilities, supply chains, and regulatory environments. Our Associates bring local knowledge, technical expertise, and practical implementation support to help organizations strengthen resilience while maintaining consistency across regions.

Explore related Inogen Alliance services:

• Regulatory Compliance and Registers
• EHS Management Systems
• EHS Due Diligence Services
• Incident Prevention Programs and Investigation
• Inspection and Auditing

Ready to strengthen your organization’s risk management approach?

Connect with global EHS and sustainability experts who can help your teams move from compliance to resilience.

Inogen Alliance

Inogen Alliance is a global network made up of over 70 of independent local businesses and over 6,000 consultants around the world who can help make your project a success. Our Associates collaborate closely to serve multinational corporations, government agencies, and nonprofit organizations, and we share knowledge and industry experience to provide the highest quality service to our clients. If you want to learn more about how you can work with Inogen Alliance, you can explore our Associates or Contact Us. Watch for more News & Blog updates, listen to our podcast and follow us on LinkedIn.

Subscribe to the Inogen Alliance blog for expert insight into building sustainable, risk-smart operations worldwide.

Risk management has changed dramatically in recent years. What was once often viewed through the lens of emergency response, compliance audits, or isolated risk assessments has become a much broader business conversation. Today, risk moves faster, crosses borders more easily, and affects everything from workforce health and safety to supply chain performance, regulatory exposure, reputation, and business continuity.

In Episode 3 of Season 3 of Rethinking EHS, host Keith Knoke, Chair of the Board for Inogen Alliance and Executive Vice President at Antea Group USA, is joined by Alizabeth Aramowicz Smith of Antea Group USA and Chris Trim of Peter J. Ramsay & Associates in Australia to discuss how organizations are moving from reactive compliance toward proactive resilience.

Together, they explore why EHS leaders are playing a more strategic role, how leading indicators can help organizations act earlier, why management of change is becoming a critical risk tool, and how global collaboration with local expertise helps companies manage increasingly complex risks across regions.
 

Key Takeaways 

• Risk management is no longer episodic. It is continuous, interconnected, and increasingly shaping business decisions at the highest level.
• EHS risk now touches areas beyond traditional compliance, including workforce resilience, procurement, supply chains, cybersecurity, environmental performance, and business continuity.
• Leading indicators are becoming more important for executives and boards as organizations seek earlier visibility into whether systems are likely to fail.
• Organizations are increasingly using data, Management of Change, and proactive due diligence to identify operational risks before they become costly disruptions.
• Global risk management requires both consistency and local expertise, especially when regulatory expectations, business culture, and operational realities vary by country.

Listen to the full episode: The New Era of Risk Management: From Compliance to Resilience

Why is risk management changing so quickly?

Keith Knoke: Risk feels fundamentally different today. It is faster, more interconnected, and always present. What has changed most?

Alizabeth Smith: One of the biggest changes is speed. A situation at one facility can quickly magnify through social media and other channels, creating impacts across the workforce, supply chain, customer relationships, and broader business performance.

Risk has also expanded beyond the traditional boundaries of EHS. It is no longer limited to emergency response plans or risk assessments. It now touches financial resilience, cybersecurity, environmental health and safety, procurement, and the broader resilience planning of the company.

That shift makes risk management more complex. Instead of one function managing risk in isolation, many stakeholders now need to contribute. The challenge is keeping those voices aligned across corporate offices, regional teams, and local facilities.

Why has EHS become more relevant in the boardroom?

Keith Knoke: Many organizations have large global footprints and relatively small EHS functions. How has EHS become more relevant at the board and strategy level?

Alizabeth Smith: Boards and executive teams are increasingly focused on leading indicators. They want to understand not only what happened last year, but what might happen next. That includes whether systems are about to fail, where staffing or budget decisions may be needed, and how emerging risks could affect business continuity.

Several pressures have elevated EHS conversations, including workforce availability, employee retention, geopolitical issues, supply chain requirements, and regulatory complexity. In that environment, failure is not just a compliance concern. It can affect business performance, staffing, budgets, and long-term resilience.

How did COVID-19 change the way organizations think about risk?

Keith Knoke: Did the pandemic permanently change the role of EHS and organizational risk management?

Chris Trim: COVID-19 created a step change in how people understood risk. It reinforced that there is no such thing as eliminating risk entirely. Instead, organizations need to understand risk, identify issues early, and be as proactive as possible.

Alizabeth Smith: COVID also brought workforce risk to the forefront. Psychosocial risk, employee stress, workforce availability, and the broader relationship between worker wellbeing and business continuity gained a much more prominent role.

While the intensity of EHS influence may have reduced slightly from the peak of the pandemic, many of the indicators, responsibilities, and reporting expectations created during that period remain.

What does it mean to move from compliance to resilience?

Keith Knoke: Traditionally, EHS functions were often focused on downside risk, such as preventing injuries or avoiding environmental harm. Are you seeing a shift toward business resilience?

Chris Trim: Yes. Organizations are increasingly planning ahead and recognizing the value of looking forward. Instead of only asking whether they are compliant today, they are asking what could disrupt operations, what risks are emerging, and what indicators should be monitored.

That shift requires organizations to get people involved early, align management around expectations, and identify the key indicators that need to be communicated to the rest of the business.

For global organizations, resilience depends on more than regulatory compliance. It requires understanding operational risk, workforce risk, supply chain risk, business continuity, and the cultural and regional contexts that influence how risk is managed.

How is due diligence becoming more risk-focused?

Keith Knoke: Are organizations evaluating operational EHS risks earlier during business decisions, such as acquisitions or major investments?

Chris Trim: Yes. Due diligence is increasingly moving beyond a narrow focus on environmental liabilities or regulatory requirements. Organizations want to understand what could interrupt the business, what controls are in place, and how likely certain risks are to occur.

In one example, a due diligence assessment of bus depots identified an underground fuel leak that affected remediation planning and transaction negotiations. The lesson is that reliable information early in the process helps organizations make better business decisions.

Alizabeth Smith: Sustainability, health and safety, occupational health, supply chain resilience, packaging, PFAS, and other operational risks are also showing up earlier in due diligence conversations. These areas can reveal important information about company culture, resilience, and the potential cost of integrating a business into an existing portfolio.

For organizations involved in M&A or global investment decisions, check out Inogen Alliance EHS Due Diligence services, which help clients identify, assess, and prioritize EHS and ESG risks to support informed business decisions.

What leading indicators are helping organizations manage risk earlier?

Keith Knoke: Companies no longer have the luxury of waiting to react. What leading indicators are proving useful, especially for health and safety?

Alizabeth Smith: Some leading indicators have existed for years, but they are gaining traction because organizations now need better visibility into system health. Examples include preventive maintenance completion, corrective action closure, completion of key risk training, and employee improvement suggestions.

These indicators help organizations see whether the system is healthy in the moment. If preventive maintenance slips, for example, it may signal a larger issue before an incident occurs. Digital systems can help aggregate this information across sites, business units, and corporate leadership levels.

This is more than tracking near misses. It is about identifying weak signals, understanding patterns, and acting before something becomes a business interruption, compliance issue, or safety event.

Check out Incident Prevention Programs and Investigation, focusing on reporting, investigation, data analysis, claims management, return-to-work processes, and compliance reporting.

How should companies use EHS data more effectively?

Keith Knoke: Many organizations rely on environmental or EHS information management systems. Are companies becoming more sophisticated in how they interpret that data?

Chris Trim: As organizations build stronger reporting systems and gather more experience, they can start using judgment and trend analysis to anticipate where risks may be heading. Instead of simply reacting after something is recorded, they can begin to interpret data and predict potential changes.

The value is not just in collecting data. The value comes from understanding what the data means and translating it into action.

Why is Management of Change becoming so important?

Keith Knoke: What role does Management of Change play in modern risk management?

Alizabeth Smith: For one client, the Management of Change process became the most important piece of data in the environmental management system because it showed whether critical risks were being evaluated early.

A new piece of equipment, a new chemical, or a change in process can create many downstream requirements. It may require new standard operating procedures, training, documentation, engineering controls, visual safety updates, and regulatory review.

The investment is often much larger than the initial purchase cost because the organization must also manage the risk of bringing that change into the facility.

Chris Trim: Successful change management also depends on involving the right people early. If a change is simply enforced after the decision has already been made, it may not stick. Bringing stakeholders into the process helps create continuity and better outcomes.

Inogen Alliance’s EHS Management Systems services support organizations with ISO standards, management system implementation, internal audits, corrective action tracking, global program development, and site-specific procedures.

How does global collaboration strengthen risk management?

Keith Knoke: Global organizations rarely manage risk alone. What does effective collaboration look like on the ground?

Chris Trim: Effective collaboration depends on communication and a shared understanding of the client’s risk profile. When teams communicate well, they can develop better information, assess risks more effectively, and support consistent decision-making.

Alizabeth Smith: One of the strengths of Inogen Alliance is the ability to reach out across the network when a client faces a unique situation. Local experts can provide insight into how similar risks have been managed and how approaches may need to differ by country, culture, and regulatory environment.

That local context matters. The right solution in one country may not work the same way in another. A consistent global framework needs to be paired with local expertise so organizations can manage risk effectively while respecting regional requirements and expectations.

Chris Trim: Consistency is also essential. Global clients need localized expertise, but they also need a consistent approach that allows them to compare results across regions rather than receiving reports that cannot be evaluated side by side.

What emerging risk should EHS leaders be watching?

Keith Knoke: If EHS leaders should watch one emerging risk right now, what would it be?

Chris Trim: Psychosocial risk.

Workforce wellbeing, stress, changing expectations, and psychosocial health are becoming increasingly important to organizational resilience. As regulations and expectations continue to evolve, psychosocial risk is moving from a human resources issue into a broader enterprise risk and EHS conversation.

How can organizations start building more resilient risk management programs?

Organizations looking to move from compliance to resilience can begin by asking a few practical questions:

• Where are risks emerging faster than our current systems can respond?
  Organizations should assess whether existing EHS and operational systems provide early enough visibility into workforce, facility, supply chain, and regulatory risks.
• Are we using leading indicators that truly reflect system health?
  Preventive maintenance, corrective action closure, key training completion, improvement suggestions, and Management of Change activity can help reveal where systems may be weakening.
• Do we understand risk early enough in due diligence and investment decisions?
  Operational, health and safety, sustainability, supply chain, and environmental risks can affect transaction outcomes and long-term business continuity.
• Is Management of Change connected to real decision-making?
  Changes in equipment, materials, workflows, or processes should trigger risk review, stakeholder input, documentation updates, training, and controls.
• Do global teams have both consistency and local expertise?
  A global risk framework is strongest when paired with in-country specialists who understand regulatory requirements, business culture, and practical implementation.

How Inogen Alliance Can Help

Risk management today requires more than a compliance checklist. It requires earlier insight, better data, proactive planning, strong Management of Change processes, and the ability to translate global strategy into practical local action.

Through a global network of local EHS and sustainability experts, Inogen Alliance helps multinational organizations identify, assess, and manage risk across countries, facilities, supply chains, and regulatory environments. Our Associates bring local knowledge, technical expertise, and practical implementation support to help organizations strengthen resilience while maintaining consistency across regions.

Explore related Inogen Alliance services:

• Regulatory Compliance and Registers
• EHS Management Systems
• EHS Due Diligence Services
• Incident Prevention Programs and Investigation
• Inspection and Auditing

Ready to strengthen your organization’s risk management approach?

Connect with global EHS and sustainability experts who can help your teams move from compliance to resilience.

Inogen Alliance

Inogen Alliance is a global network made up of over 70 of independent local businesses and over 6,000 consultants around the world who can help make your project a success. Our Associates collaborate closely to serve multinational corporations, government agencies, and nonprofit organizations, and we share knowledge and industry experience to provide the highest quality service to our clients. If you want to learn more about how you can work with Inogen Alliance, you can explore our Associates or Contact Us. Watch for more News & Blog updates, listen to our podcast and follow us on LinkedIn.

Subscribe to the Inogen Alliance blog for expert insight into building sustainable, risk-smart operations worldwide.

Originally published in GoDaddy’s 2025 Global Stakeholder Impact Report

Cybersecurity & Data Privacy

As an operator of large internet infrastructure, cybersecurity and data privacy are top priorities.

We maintain enterprise-wide programs to protect our systems, safeguard customer and employee data, and address evolving cyber threats. We implement governance systems to support our cybersecurity and data protection processes. We regularly review and refine these efforts to further strengthen our defenses and keep pace with a constantly changing threat landscape.

Cybersecurity

Our management team is responsible for identifying, assessing, and managing GoDaddy’s cybersecurity risks on an ongoing basis. This includes establishing processes designed to help ensure that potential cybersecurity risk exposures are monitored, appropriate mitigation and remediation measures are implemented, and the company’s cybersecurity programs are maintained.

Our Board oversees the company’s cybersecurity risk management program through its Audit and Risk Committee. The committee receives regular reports from GoDaddy’s Chief Information Security Officer (CISO), which are shared with the Board at least quarterly.

GoDaddy’s CISO has primary responsibility for the company’s programs for identifying, assessing, and managing the company’s cybersecurity risks. The CISO regularly provides reports and updates to the CEO on significant matters relevant to the company’s cybersecurity risk.

Our Information Security Team employs a variety of controls and initiatives to safeguard our systems and protect our customers.

• Proactive Monitoring: We regularly scan our environment for vulnerabilities, and research and monitor industry threats to proactively identify cybersecurity issues that could impact GoDaddy and our customers.
   
• Training & Internal Communications: Education is key to maintaining our high security standards. We deliver an annual data privacy and cybersecurity training program for all employees, along with regular updates on key initiatives and best practices through timely alerts.
   
• Security by Design: Our developers are encouraged to consider cybersecurity from the initial design phase of our products to completion. Teams within our Information Security organization collaborate to integrate security measures into new products and services. We design and implement risk-based processes and procedures to conduct security reviews on new or updated applications prior to launch.
   
• Incident Response: We have a dedicated incident response team that works with our business units and other internal and external subject matter experts to respond to potential cybersecurity incidents.
   
• Security Frameworks: Some parts of our business are required to align with specialized frameworks, such as the Payment Card Industry Data Security Standards (PCI-DSS) for handling payment card data. Where required by our customer or other agreements, we align our practices and controls with additional recognized standards such as International Organization for Standardization (ISO) 27001.

Data Privacy

Our Chief Privacy Officer manages our global privacy program, which includes, but is not limited to, conducting privacy impact assessments, providing training to employees, responding to data subject requests, and engaging with data protection authorities. We regularly review and enhance our privacy practices to reflect evolving regulatory requirements and stakeholder expectations, and we take a proactive approach to managing our data privacy obligations. Some of our efforts include:

• Core Data Privacy Practices: We empower our customers, employees, and individual data subjects to manage their privacy preferences and exercise their privacy rights. Our core privacy practices are set forth in our Global Privacy Notice and related privacy policies.
   
• Global Regulatory Frameworks: We apply a core set of common principles to how we handle personal data globally. We also consider local requirements and restrictions in the jurisdictions where we do business.
   
• International Data Transfers: GoDaddy certified its compliance with the E.U.-U.S. Data Privacy Framework, as well as the U.K. Extension to the E.U.-U.S. Data Privacy Framework and the Swiss-U.S. Data Privacy Framework. Where these frameworks do not apply, we rely on Standard Contractual Clauses and other lawful mechanisms for cross-border data transfers where necessary.
   
• Data Processing Agreements: Where required by our agreements or applicable laws, we enter into data processing agreements that govern our rights and responsibilities for processing personal data.
   
• Service Providers: We use service providers to support our operations and provide services to our customers. When we share personal data with service providers or third parties, they are required to comply with our instructions, adhere to contractual restrictions for processing personal data securely, and comply with applicable laws.
   
• GDPR Independent Assessment: In 2025, TRUSTe independently assessed our compliance with the E.U. General Data Protection Regulation (GDPR). TRUSTe validated that GoDaddy continues to implement program-level measures aligned with TRUSTe’s GDPR Privacy Program Validation Requirements.
   
• Privacy by Design: Our Data Governance and Operations Team works with our business teams on day-to-day privacy matters, including earlystage product design, to embed privacy considerations throughout product development. The team also partners with our Legal, Information Technology, and other subject matter experts to support thorough data privacy impact assessments.

Learn more about GoDaddy’s 2025 Global Stakeholder Impact Report.

About this Report

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.

Originally published in GoDaddy’s 2025 Global Stakeholder Impact Report

Cybersecurity & Data Privacy

As an operator of large internet infrastructure, cybersecurity and data privacy are top priorities.

We maintain enterprise-wide programs to protect our systems, safeguard customer and employee data, and address evolving cyber threats. We implement governance systems to support our cybersecurity and data protection processes. We regularly review and refine these efforts to further strengthen our defenses and keep pace with a constantly changing threat landscape.

Cybersecurity

Our management team is responsible for identifying, assessing, and managing GoDaddy’s cybersecurity risks on an ongoing basis. This includes establishing processes designed to help ensure that potential cybersecurity risk exposures are monitored, appropriate mitigation and remediation measures are implemented, and the company’s cybersecurity programs are maintained.

Our Board oversees the company’s cybersecurity risk management program through its Audit and Risk Committee. The committee receives regular reports from GoDaddy’s Chief Information Security Officer (CISO), which are shared with the Board at least quarterly.

GoDaddy’s CISO has primary responsibility for the company’s programs for identifying, assessing, and managing the company’s cybersecurity risks. The CISO regularly provides reports and updates to the CEO on significant matters relevant to the company’s cybersecurity risk.

Our Information Security Team employs a variety of controls and initiatives to safeguard our systems and protect our customers.

• Proactive Monitoring: We regularly scan our environment for vulnerabilities, and research and monitor industry threats to proactively identify cybersecurity issues that could impact GoDaddy and our customers.
   
• Training & Internal Communications: Education is key to maintaining our high security standards. We deliver an annual data privacy and cybersecurity training program for all employees, along with regular updates on key initiatives and best practices through timely alerts.
   
• Security by Design: Our developers are encouraged to consider cybersecurity from the initial design phase of our products to completion. Teams within our Information Security organization collaborate to integrate security measures into new products and services. We design and implement risk-based processes and procedures to conduct security reviews on new or updated applications prior to launch.
   
• Incident Response: We have a dedicated incident response team that works with our business units and other internal and external subject matter experts to respond to potential cybersecurity incidents.
   
• Security Frameworks: Some parts of our business are required to align with specialized frameworks, such as the Payment Card Industry Data Security Standards (PCI-DSS) for handling payment card data. Where required by our customer or other agreements, we align our practices and controls with additional recognized standards such as International Organization for Standardization (ISO) 27001.

Data Privacy

Our Chief Privacy Officer manages our global privacy program, which includes, but is not limited to, conducting privacy impact assessments, providing training to employees, responding to data subject requests, and engaging with data protection authorities. We regularly review and enhance our privacy practices to reflect evolving regulatory requirements and stakeholder expectations, and we take a proactive approach to managing our data privacy obligations. Some of our efforts include:

• Core Data Privacy Practices: We empower our customers, employees, and individual data subjects to manage their privacy preferences and exercise their privacy rights. Our core privacy practices are set forth in our Global Privacy Notice and related privacy policies.
   
• Global Regulatory Frameworks: We apply a core set of common principles to how we handle personal data globally. We also consider local requirements and restrictions in the jurisdictions where we do business.
   
• International Data Transfers: GoDaddy certified its compliance with the E.U.-U.S. Data Privacy Framework, as well as the U.K. Extension to the E.U.-U.S. Data Privacy Framework and the Swiss-U.S. Data Privacy Framework. Where these frameworks do not apply, we rely on Standard Contractual Clauses and other lawful mechanisms for cross-border data transfers where necessary.
   
• Data Processing Agreements: Where required by our agreements or applicable laws, we enter into data processing agreements that govern our rights and responsibilities for processing personal data.
   
• Service Providers: We use service providers to support our operations and provide services to our customers. When we share personal data with service providers or third parties, they are required to comply with our instructions, adhere to contractual restrictions for processing personal data securely, and comply with applicable laws.
   
• GDPR Independent Assessment: In 2025, TRUSTe independently assessed our compliance with the E.U. General Data Protection Regulation (GDPR). TRUSTe validated that GoDaddy continues to implement program-level measures aligned with TRUSTe’s GDPR Privacy Program Validation Requirements.
   
• Privacy by Design: Our Data Governance and Operations Team works with our business teams on day-to-day privacy matters, including earlystage product design, to embed privacy considerations throughout product development. The team also partners with our Legal, Information Technology, and other subject matter experts to support thorough data privacy impact assessments.

Learn more about GoDaddy’s 2025 Global Stakeholder Impact Report.

About this Report

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.

Originally published on CVS Health Company Newsroom

As health care continues to evolve, employers are increasingly looking beyond recruitment to ensure they have the talent needed for the future. At CVS Health, workforce development has become a key strategy for preparing employees to take on new opportunities while helping the company meet changing business demands.

CVS Health believes that investing in employee learning and career advancement is not just a benefit for workers. It’s also an important way to strengthen critical capabilities across the organization, from clinical care and pharmacy services to customer support and emerging technologies like artificial intelligence.

The health care landscape is changing rapidly. New technologies, shifting consumer expectations, and evolving care models require employees who can continuously learn and adapt.

Rather than relying solely on external hiring, CVS Health has focused on helping current employees build new skills, pursue educational opportunities, and transition into growing areas of the business. The company’s approach spans multiple career paths and professional disciplines.

Investing in Pharmacy Careers

CVS Health has expanded opportunities for individuals interested in pharmacy careers through educational collaborations, training programs, residencies, and fellowships. One example is a pre-pharmacy degree program offered online through Western Governors University (WGU) and supported by EdAssist by Bright Horizons.

The company has also partnered with Duquesne University to provide employees with significant tuition savings toward an online Doctor of Pharmacy (Pharm.D.) degree. Additional CVS Health tuition assistance programs can further reduce the financial burden of earning a pharmacy credential.

Building the Next Generation of Nurse Leaders

For nurses seeking opportunities to advance their careers, CVS Health offers the Nurse Leadership Development Program (NLDP). The program combines structured learning, mentorship, networking opportunities, and collaborative projects designed to strengthen leadership skills and broaden participants’ understanding of the enterprise.

Creating Customer Service and Operations Career Pathways

Through Aetna’s NextStep initiative, the company is working to prepare individuals for careers in customer service and operational roles. The program includes workforce training, academic collaborations, and dedicated learning resources designed to support long-term career growth. Over the last several years, participants have completed tens of thousands of hours of training through the initiative.

Preparing Employees for an AI-Enabled Workplace

Recognizing the growing influence of artificial intelligence across health care and business operations, CVS Health launched an AI Learning Academy to help employees build foundational knowledge and practical skills. Training focuses on responsible use of AI tools while helping colleagues understand how the technology can enhance and support their work.

Expanding Access Through Community Collaborations

CVS Health also collaborates with local workforce organizations and nonprofit partners to create pathways into health care and retail careers. The relationships connect individuals with job readiness programs, coaching, and support services that can help address common barriers to workforce participation, such as access to transportation, childcare, and job training.

Participants are then better prepared to pursue careers in areas such as pharmacy support, retail management, and customer-facing health care roles.

Supporting Early-Career Professionals

Internships and leadership development programs remain another important component of CVS Health’s talent strategy. The programs provide hands-on experience across corporate, retail, and clinical functions, helping participants gain practical skills and exposure to future career opportunities. The approach has contributed to strong retention among individuals who begin their careers through these programs and later join CVS Health full-time.

The Importance of Clear Career Pathways

Career development opportunities have proven to be most effective when employees understand how they connect to future growth.

Being transparent about potential career paths, advancement opportunities, and skill-building outcomes helps employees see the value of participating in learning programs. It also reinforces that an organization is invested in colleagues’ long-term success.

When employees can clearly envision where a training program may lead, they are often more engaged and motivated to continue developing their careers.

Growing Talent From Within

Internal mobility has become a significant part of CVS Health’s workforce strategy. In the past year alone, more than 70,000 employees moved into new roles across the company, reflecting the variety of career paths available to those who seek them.

A broader belief that many workforce challenges cannot be solved through recruitment alone drives this movement. As health care organizations navigate technological change, industry-wide labor market pressures, and increasing specialization, developing existing talent has become increasingly important.

By creating opportunities for learning, reskilling, and career advancement, CVS Health aims to equip employees for the jobs of today while preparing them for the demands of tomorrow.

Originally published on CVS Health Company Newsroom

As health care continues to evolve, employers are increasingly looking beyond recruitment to ensure they have the talent needed for the future. At CVS Health, workforce development has become a key strategy for preparing employees to take on new opportunities while helping the company meet changing business demands.

CVS Health believes that investing in employee learning and career advancement is not just a benefit for workers. It’s also an important way to strengthen critical capabilities across the organization, from clinical care and pharmacy services to customer support and emerging technologies like artificial intelligence.

The health care landscape is changing rapidly. New technologies, shifting consumer expectations, and evolving care models require employees who can continuously learn and adapt.

Rather than relying solely on external hiring, CVS Health has focused on helping current employees build new skills, pursue educational opportunities, and transition into growing areas of the business. The company’s approach spans multiple career paths and professional disciplines.

Investing in Pharmacy Careers

CVS Health has expanded opportunities for individuals interested in pharmacy careers through educational collaborations, training programs, residencies, and fellowships. One example is a pre-pharmacy degree program offered online through Western Governors University (WGU) and supported by EdAssist by Bright Horizons.

The company has also partnered with Duquesne University to provide employees with significant tuition savings toward an online Doctor of Pharmacy (Pharm.D.) degree. Additional CVS Health tuition assistance programs can further reduce the financial burden of earning a pharmacy credential.

Building the Next Generation of Nurse Leaders

For nurses seeking opportunities to advance their careers, CVS Health offers the Nurse Leadership Development Program (NLDP). The program combines structured learning, mentorship, networking opportunities, and collaborative projects designed to strengthen leadership skills and broaden participants’ understanding of the enterprise.

Creating Customer Service and Operations Career Pathways

Through Aetna’s NextStep initiative, the company is working to prepare individuals for careers in customer service and operational roles. The program includes workforce training, academic collaborations, and dedicated learning resources designed to support long-term career growth. Over the last several years, participants have completed tens of thousands of hours of training through the initiative.

Preparing Employees for an AI-Enabled Workplace

Recognizing the growing influence of artificial intelligence across health care and business operations, CVS Health launched an AI Learning Academy to help employees build foundational knowledge and practical skills. Training focuses on responsible use of AI tools while helping colleagues understand how the technology can enhance and support their work.

Expanding Access Through Community Collaborations

CVS Health also collaborates with local workforce organizations and nonprofit partners to create pathways into health care and retail careers. The relationships connect individuals with job readiness programs, coaching, and support services that can help address common barriers to workforce participation, such as access to transportation, childcare, and job training.

Participants are then better prepared to pursue careers in areas such as pharmacy support, retail management, and customer-facing health care roles.

Supporting Early-Career Professionals

Internships and leadership development programs remain another important component of CVS Health’s talent strategy. The programs provide hands-on experience across corporate, retail, and clinical functions, helping participants gain practical skills and exposure to future career opportunities. The approach has contributed to strong retention among individuals who begin their careers through these programs and later join CVS Health full-time.

The Importance of Clear Career Pathways

Career development opportunities have proven to be most effective when employees understand how they connect to future growth.

Being transparent about potential career paths, advancement opportunities, and skill-building outcomes helps employees see the value of participating in learning programs. It also reinforces that an organization is invested in colleagues’ long-term success.

When employees can clearly envision where a training program may lead, they are often more engaged and motivated to continue developing their careers.

Growing Talent From Within

Internal mobility has become a significant part of CVS Health’s workforce strategy. In the past year alone, more than 70,000 employees moved into new roles across the company, reflecting the variety of career paths available to those who seek them.

A broader belief that many workforce challenges cannot be solved through recruitment alone drives this movement. As health care organizations navigate technological change, industry-wide labor market pressures, and increasing specialization, developing existing talent has become increasingly important.

By creating opportunities for learning, reskilling, and career advancement, CVS Health aims to equip employees for the jobs of today while preparing them for the demands of tomorrow.

At Antea Group, we believe that helping clients achieve their sustainability goals starts with holding ourselves to the same high standards we recommend to others. As a global environment, health, safety, and sustainability (EHS&S) consulting firm, our mission is to create a cleaner, safer, and more sustainable world.

Central to this mission are our Science Based Targets initiative (SBTi)-validated emissions reduction targets, which align our climate ambition with the latest climate science.

In 2023, we proudly announced that our greenhouse gas (GHG) emissions reduction targets were approved by the Science Based Targets initiative (SBTi) to reduce Scope 1 and scope 2 GHG emissions 50% by 2030 against a 2018 baseline year, as well as to measure and reduce Scope 3 emissions. Today, we are excited to share an update on our journey toward these targets and the concrete steps we are taking to ensure we reach them.

What is a Science-Based Target?

The science-based target framework is grounded in the 2015 Paris Climate Accord, a landmark international climate treaty adopted by nearly 200 countries. Its central objective is to combat climate change by limiting global warming to no more than 1.5°C above pre-industrial levels. A science-based target provides a clear, credible benchmark for reducing emissions in line with climate science. But the target itself is only the beginning.

“The real value comes from translating that target into operational decisions, capital investments, and measurable actions that actually reduce emissions over time, and we are doing just that,” says Dr. Susan Lewis, Senior Consultant and Climate & Carbon Advisory Services Leader at Antea Group USA. “The organizations that see the greatest value are those that use targets as a catalyst for action, identifying opportunities to reduce emissions, improve efficiency, strengthen resilience, and create long-term business value.”

By setting an SBTi-approved target, we are taking that high-level global imperative and applying it directly to our own operational footprint.

Where We Are: Real Progress

The same Climate & Carbon Advisory Services team that supports our clients with GHG accounting, target setting, and decarbonization planning also manages Antea Group’s annual emissions inventory. Since establishing our science-based target, we have reduced our operational emissions by 42.5%.

Much of the progress to date has been driven by optimizing our office footprint and transitioning to more efficient, shared workspaces. However, our data also indicates that we are approaching a plateau in these specific reductions. To meet our goal of a 50% reduction by 2030, we must now address our largest remaining source of operational emissions: mobile combustion from our fleet vehicles. In other words, our fuel usage.

Taking Action: A Strategic Shift in Our Fleet

With our fleet size expected to remain stable, simply reducing vehicle usage is not a viable strategy. Instead, we are evolving how we choose our vehicles and moving away from those powered by purely internal combustion engines.

Thanks to a collaborative analysis between our Climate & Carbon Advisory Services team, our corporate accounting team, and select vendors, we have identified a strategic path forward. By transitioning our fleet into hybrid and more efficient vehicle models, we can significantly reduce our carbon footprint without compromising on operational requirements — such as off-road capabilities and hauling capacity — that our teams rely on daily.

Why this makes sense:

• Performance and Utility: We are focused on hybrid trucks and SUVs that meet the same demanding job requirements as our conventional vehicles.
• Fiscal Responsibility: While in some cases the hybrid models may present a higher upfront cost, significant fuel savings mean the vehicles pay for themselves well before the end of their useful life. For the remainder of their lifecycle, they deliver net operational savings to the company, while continuing to drive our Scope 1 emissions down.
• Climate Impact: Replacing just the highest-mileage vehicles is projected to reduce our emissions by approximately 20% annually.

Moving Forward

The transition will begin this year with 25% of our fleet scheduled to be replaced with hybrid equivalents. Because we maintain our fleet vehicles for five years, the decisions we make today will have a lasting impact on our emissions profile well beyond 2030.

This initiative is a critical stepping stone in our journey as a responsible steward of the environment. By applying the same approaches we use to help clients quantify emissions, set targets, and implement decarbonization strategies, we are demonstrating that environmental stewardship and strong business performance can go hand in hand.

We look forward to keeping you updated on our progress.

Learn more about our Greenhouse Gas and Climate Change Advisory services.

At Antea Group, we believe that helping clients achieve their sustainability goals starts with holding ourselves to the same high standards we recommend to others. As a global environment, health, safety, and sustainability (EHS&S) consulting firm, our mission is to create a cleaner, safer, and more sustainable world.

Central to this mission are our Science Based Targets initiative (SBTi)-validated emissions reduction targets, which align our climate ambition with the latest climate science.

In 2023, we proudly announced that our greenhouse gas (GHG) emissions reduction targets were approved by the Science Based Targets initiative (SBTi) to reduce Scope 1 and scope 2 GHG emissions 50% by 2030 against a 2018 baseline year, as well as to measure and reduce Scope 3 emissions. Today, we are excited to share an update on our journey toward these targets and the concrete steps we are taking to ensure we reach them.

What is a Science-Based Target?

The science-based target framework is grounded in the 2015 Paris Climate Accord, a landmark international climate treaty adopted by nearly 200 countries. Its central objective is to combat climate change by limiting global warming to no more than 1.5°C above pre-industrial levels. A science-based target provides a clear, credible benchmark for reducing emissions in line with climate science. But the target itself is only the beginning.

“The real value comes from translating that target into operational decisions, capital investments, and measurable actions that actually reduce emissions over time, and we are doing just that,” says Dr. Susan Lewis, Senior Consultant and Climate & Carbon Advisory Services Leader at Antea Group USA. “The organizations that see the greatest value are those that use targets as a catalyst for action, identifying opportunities to reduce emissions, improve efficiency, strengthen resilience, and create long-term business value.”

By setting an SBTi-approved target, we are taking that high-level global imperative and applying it directly to our own operational footprint.

Where We Are: Real Progress

The same Climate & Carbon Advisory Services team that supports our clients with GHG accounting, target setting, and decarbonization planning also manages Antea Group’s annual emissions inventory. Since establishing our science-based target, we have reduced our operational emissions by 42.5%.

Much of the progress to date has been driven by optimizing our office footprint and transitioning to more efficient, shared workspaces. However, our data also indicates that we are approaching a plateau in these specific reductions. To meet our goal of a 50% reduction by 2030, we must now address our largest remaining source of operational emissions: mobile combustion from our fleet vehicles. In other words, our fuel usage.

Taking Action: A Strategic Shift in Our Fleet

With our fleet size expected to remain stable, simply reducing vehicle usage is not a viable strategy. Instead, we are evolving how we choose our vehicles and moving away from those powered by purely internal combustion engines.

Thanks to a collaborative analysis between our Climate & Carbon Advisory Services team, our corporate accounting team, and select vendors, we have identified a strategic path forward. By transitioning our fleet into hybrid and more efficient vehicle models, we can significantly reduce our carbon footprint without compromising on operational requirements — such as off-road capabilities and hauling capacity — that our teams rely on daily.

Why this makes sense:

• Performance and Utility: We are focused on hybrid trucks and SUVs that meet the same demanding job requirements as our conventional vehicles.
• Fiscal Responsibility: While in some cases the hybrid models may present a higher upfront cost, significant fuel savings mean the vehicles pay for themselves well before the end of their useful life. For the remainder of their lifecycle, they deliver net operational savings to the company, while continuing to drive our Scope 1 emissions down.
• Climate Impact: Replacing just the highest-mileage vehicles is projected to reduce our emissions by approximately 20% annually.

Moving Forward

The transition will begin this year with 25% of our fleet scheduled to be replaced with hybrid equivalents. Because we maintain our fleet vehicles for five years, the decisions we make today will have a lasting impact on our emissions profile well beyond 2030.

This initiative is a critical stepping stone in our journey as a responsible steward of the environment. By applying the same approaches we use to help clients quantify emissions, set targets, and implement decarbonization strategies, we are demonstrating that environmental stewardship and strong business performance can go hand in hand.

We look forward to keeping you updated on our progress.

Learn more about our Greenhouse Gas and Climate Change Advisory services.