Author: sHq_LoGiNz

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.

NEW YORK, August 4, 2026 /3BL/ – August 4th, 2026 marks the 20th anniversary of the Muttur massacre. It remains one of the deadliest attacks ever carried out against humanitarian workers. Its continued lack of resolution sends a powerful and troubling message: humanitarian workers can be targeted with impunity.

For Action Against Hunger, this constitutes a war crime. Under international humanitarian law, humanitarian personnel are protected and must never be targeted. The 17 Action Against Hunger employees, all Sri Lankan nationals, were working to provide essential services to people in need. Their murder had a direct impact on the vulnerable communities they were assisting. Seventeen families were also devastated by this horrific act.

Twenty years later, this tragedy remains highly relevant. In 2025 alone, at least 326 humanitarian workers were killed across 21 countries, bringing the total number of aid workers killed over the past three years to more than 1,000.

New Testimonies from Victims’ Families

Over the years, the victims’ families have sought answers but have never received them. Many have suffered in silence, fearing reprisals. To this day, they continue to wait for those responsible for the execution of their loved ones to be held accountable before a court of law.

For the first time, Action Against Hunger is publishing in a dedicated report anonymous testimonies from these families.

The primary objective is to honor the memory of the victims and demonstrate to the world that this unresolved crime continues to haunt and affect their families and, more broadly, the humanitarian community.

“The pain I feel is immense. This loss will stay with me for the rest of my life. If he had died fighting in a war, I might feel differently, but he died helping people in need, providing them with assistance, food, and basic necessities. He died helping others” said a family member.

Twenty Years of Fighting for the Truth

“The Muttur attack was a violation of international humanitarian law, not only at the time of the massacre itself, but also in the way the subsequent investigation was handled,” said Perrine Benoist, Co-Executive Director of Action Against Hunger.

Sri Lanka, as a signatory to the Geneva Conventions, is obligated to ensure the protection of humanitarian workers during armed conflict.

However, no transparent, independent, and effective national investigation has ever been conducted to establish the facts and identify those responsible. Over the past two decades, despite support from various governments and international organizations, every attempt at an investigation has been marred by irregularities and has failed to meet international standards. Despite these obstacles, Action Against Hunger has remained committed for 20 years to uncovering the truth.

“This is an obligation we have as an employer. It is also a promise we made to the families. We will continue until justice is served,” added Perrine Benoist.

On 15 May 2026, Action Against Hunger once again called on the Sri Lankan government to open an investigation and put an end to two decades of impunity but has so far received no response. The organization also urged the international community to support this request and do everything possible to ensure that the truth about this crime is finally brought to light.

***

Action Against Hunger leads the global movement to end hunger. We innovate solutions, advocate for change, and reach 26.5 million people every year with proven hunger prevention and treatment programs. As a nonprofit that works across over 55 countries, our 8,500+ dedicated staff members partner with communities to address the root causes of hunger, including climate change, conflict, inequity, and emergencies. We strive to create a world free from hunger, for everyone, for good.

Contact media@actionagainsthunger.org for inquiries. 

Every successful innovation starts with a question. However, that specific question can differ depending on the person.

• For Sales Manager Caryann Bruce, that question was simple: What if Covia’s equestrian sand business could become something much bigger?
• For Laboratory Technician, Harvey Oblander, he wondered how to build a process that consistently delivers exactly what customers need at scale.

Today, those two perspectives have come together to help position Covia for continued growth in the equestrian market. Through customer relationships, operational expertise, and collaboration across the company, Caryann and Harvey have helped transform a byproduct into an expanding product line that serves some of the industry’s most respected equestrian facilities while creating new opportunities for Covia.

Different Journeys, One Shared Mindset

Before Caryann and Harvey joined forces to grow Covia’s equestrian market, their paths to Covia couldn’t have been more different. Caryann built her career in sales, learning to connect with customers and uncover opportunities others overlooked. Harvey spent more than two decades maintaining and inspecting military aircraft, where precision and quality were non-negotiable.

Caryann

 

Before joining Covia, Caryann’s career took several unexpected turns. She sold products door-to-door, managed a restaurant for seven years, and became one of Volvo’s top salespeople in the country. 

While she loved selling cars, she was also working seven days a week while she and her husband were raising a family in New York. They decided to leave New York in search of a better work-life balance and eventually relocated to North Carolina.

After moving, Caryann interviewed for a non-sales position. While that role wasn’t a good fit, she was called back to interview for a separate inside sales position. Caryann admits that she wasn’t sure about the prospect of selling sand, but some unexpected advice from her son ended up changing her mind.

“My son played Minecraft and he told me, ‘Mom, you have to talk to them. Sand is in everything,” Caryann explained. “He was so excited. I ended up doing the interview because of my son.”

More than eight years later, that video game-aided advice has paid dividends for both Caryann and Covia. 

Harvey

 

While Caryann came from an extensive sales background, Harvey arrived at Covia nearly three years ago from what he calls an entirely different world. Harvey spent 23 years in the U.S. Air Force, where he advanced from aircraft maintenance of F-16 fighter jets to being in charge of inspection at Shaw Air Force Base.

Harvey admits that there isn’t a lot of crossover between aviation and sand, but there is a very consistent theme that applied in both the Air Force and Covia: getting something right the first time, safely.

“As I tell a lot of people, they can’t pull to the side of a cloud to fix a problem with an airplane,” Harvey said. “If you get that wrong, the aircraft is going to go one of two places: either back to the runway or the nearest hole in the ground. Both aviation and mining have that safety mindset where we do things right the first time and focus on what needs to be done correctly.”

Embracing an Outside Perspective to Seize an Opportunity

While neither Caryann nor Harvey had much experience in the equestrian market before joining Covia, they both have curiosity that helped grow a byproduct into a product trusted by equestrian facilities across the world.

The expansion of Covia’s BESTSAND™ EQ products started when Caryann’s outside sales background drove her to look beyond inbound calls and seek new opportunities. 

“I’ve been working on growing equestrian sales ever since I started with Covia,” Caryann said. “The Lugoff facility was one of the plants in my territory, and I had a big focus on our byproducts. I noticed that we were selling EQ 100, but we weren’t really selling a lot of equestrian sand out of other plants.”

That observation led her to start prospecting, going as far as making a Google list and calling every equestrian arena builder and footing companies she could find. She researched why Covia’s sand was desirable for equestrian customers and talked with builders to understand their needs and pain points, discovering how builders preferred BESTSAND EQ 100 because of its consistency and performance. 

Caryann took this information and developed a spreadsheet of every plant that had a similar material. She soon developed a plan that served as the foundation of Covia’s equestrian products today.

“There were times when I challenged Covia that we had an underutilized opportunity and that our department could do more,” Caryann shared. “I just kept working behind the scenes to grow the opportunity.”

“From day one, my boss, Todd Helton, the Director of Commercial Operations, has believed in and supported this,” said Caryann. “One of the things he told me was that if I wanted to make a name for myself, I should find a way to sell the byproducts. I took that advice very seriously.”

That backing helped lay the foundation for what would become one of Covia’s newest growth opportunities.

Turning Customer Insights into Innovation, One Footing at a Time

As Caryann’s understanding of the equestrian market deepened, she noticed that customers kept asking about something Covia is already very familiar with; blending. 

Equestrian footing requires a combination of sand and fiber for stabilization. The traditional process requires significant labor, varies from project to project, and often produces inconsistent results.

Rather than assuming they already knew the answer to requests for blending, Caryann and Harvey visited customers, listened carefully, observed how builders worked, and studied existing processes. The team used that customer feedback as a roadmap for delivering quality products.

Harvey and Caryann worked with colleagues across Covia, including Steve Schilling, Greg Bedford, and Jason Lamb at the Covia Innovation Center (CIC). Together, they tested different approaches, constantly refining the process to deliver blended equestrian products better suited to the specific needs of builders and equestrian facilities.

Investing in the Future

While the growing equestrian project has already created significant momentum, neither Caryann nor Harvey considers the work finished. The duo actively seeks out new information and refining methods to improve product quality and efficiency. Their goal is to continue innovating to better serve customers ranging from local equestrian arenas to facilities with Olympic-level riders.

They also recognize that investing in the future begins with ideas, and that Covia has demonstrated what’s possible when employees are encouraged to pursue new opportunities.

“The investment we’re seeing now is exciting,” said Caryann, who earned Covia’s 2024 Commercial Impact Award in part because of her success in the equestrian market. “You can bring forward an opportunity, present a solution, and people are willing to listen and take action. They’re giving us the tools to be successful.”

Both Caryann and Harvey also recognize that investing in the future also includes a healthy organizational culture. The search for a healthy work-life balance that drove Caryann to relocate is present at Covia, allowing team members to enjoy professional success without sacrificing quality of life at home.

That balance allows Caryann and Harvey to pursue passions that reflect their personalities outside of work. Caryann volunteers hundreds of hours each year with Girl Scouts, supports her daughter’s cheerleading activities, and enjoys reading whenever she can find the time. Harvey plays saxophone in three community bands and even repairs instruments for fellow musicians. 

Although their interests differ, both share a love of continuous learning, problem-solving, and helping others succeed. Those same qualities shape the way they approach their work at Covia every day.

Growing Through People

Innovation doesn’t always begin in a laboratory. Sometimes it starts with a salesperson asking better questions and a laboratory technician wondering how a process could work more efficiently.

Together, Caryann Bruce and Harvey Oblander have shown what can happen when customer insight, technical expertise, and a shared commitment to continuous improvement come together around a common goal. More importantly, it demonstrates that Covia’s greatest innovations begin with its people.

Learn more about Covia’s equestrian sand and how choosing the right equestrian sand enhances horse safety and performance.

For Alixon Ocampo, engineering has always been about creating lasting impact. Today, as Site Project Manager at DP World’s terminal at the Port of Posorja, Ecuador, she is leading the expansion of a strategic gateway that strengthens trade, supports economic growth, and creates new opportunities for the country.

Her journey with DP World began in 2017, when she joined the business in a Document Control support role as construction of the original terminal in Posorja was getting underway. Since then, she has contributed to major infrastructure projects across the region, including in DP World’s port terminal in Callao, Perú, before returning to Posorja to help lead the next phase of the port’s development.

Engineering that Transforms Communities

From an early age, Alixon was inspired by engineering’s ability to transform reality. That passion led her to study civil engineering and pursue projects that make a tangible difference in people’s lives.

“What inspires me most about this profession is that it allows us to create something where before there was nothing — a port, a road, infrastructure that connects communities and generates opportunities,” Alixon shares.

Today, leading the expansion of the Posorja terminal is both a privilege and a responsibility for her.

Alixon further added that “beyond the infrastructure, what motivates me most is knowing that we are building a strategic project for Ecuador that strengthens foreign trade, generates employment, and contributes to the country’s economic growth.”

Growing Through Opportunity

Reflecting on her career, Alixon credits DP World’s culture of trust and development for helping her grow into a leadership role.

“From day one, I found leaders who trusted my potential, gave me increasing responsibilities, and allowed me to learn from world-class projects.”

Working alongside multicultural teams and experienced professionals has shaped her career, while opportunities across different projects have prepared her to lead one of DP World’s most significant infrastructure developments in Latin America.

Inspiring the Next Generation

As more women pursue technical and leadership careers across the port industry, Alixon hopes her own journey encourages others to follow.

“Prepare yourselves. Be curious and continue developing your technical skills. Opportunities come, but we must be prepared to take advantage of them.”

She believes diversity strengthens both teams and decision-making, helping drive better outcomes for the business and the industry.

“Just as ports connect to the world, my greatest satisfaction is knowing that, through engineering, we can also connect opportunities for future generations.”

Careers that build the future

At DP World, people are empowered to build meaningful careers while delivering infrastructure and supply chain solutions that connect the world. Through continuous learning, development opportunities, and an inclusive culture, we support our people in growing their skills, leading with purpose, and creating lasting impact for customers, communities, and global trade. Learn more at careers.dpworld.com