Tag: 3BL

LAS VEGAS, May 31, 2024 /3BL/ – Las Vegas Sands (NYSE: LVS) has contributed $225,000 through Sands Cares to the Asian Community Development Council (ACDC) for three key ACDC offerings including the Healthy Asian Pacific Islanders (HAPI) Medical Center, the API Language Link and developmental programs serving high school and college students.

Sands’ previous contributions helped ACDC open the HAPI Medical Center in 2022 to provide culturally sensitive primary health care spanning urgent care for chronic disease management, physical examination and preventative care. The clinic has a 100% bilingual staff to deliver high-quality, in-language care that removes barriers often faced in obtaining health care services by the Asian American Pacific Islander (AAPI) community.

In 2021, Sands Cares’ funding also enabled ACDC to establish the API Language Link, which provides the AAPI community with translation services in 10 languages at the HAPI Medical Center as well as through the organization’s direct service locations in Southern Nevada and Reno.

In addition to continuing support for these two programs that provide access to critical services, Sands is expanding its contribution in 2024 to provide resources for ACDC’s youth programs, such as the College Readiness Bootcamp, a series of workshops ACDC hosts at the University of Nevada, Las Vegas. Last year, the College Readiness Bootcamp educated more than 300 students and parents on the importance of higher education. Sands Cares funding also will help underwrite ACDC’s annual GraduAsian ceremony, which provides a platform for AAPI graduates from Nevada universities to celebrate their achievements.

“Our partnership with Sands has been a tremendous catalyst for helping us achieve some of our long-term goals to offer high-quality resources that will improve individual well-being and pathways to empowerment,” Vida Lin, founder and president of ACDC, said. “With its expansion to supporting our youth programs this year, Sands is investing in our vision for inspiring and developing the future leaders of our community. As we continue to work together, we are building on a shared strategy to remove barriers, and more importantly, to foster a thriving Southern Nevada AAPI community.”

Last year, Sands’ support helped ACDC serve more than 260 patients, many of whom are uninsured or underinsured, at the HAPI Medical Center, as well as host 40 vaccine clinics, delivering 750 vaccines. Through Sands Cares’ funding for the API Language Link, ACDC focused efforts on providing culturally sensitive food distribution to people in need, serving nearly 2,500 AAPI families and more than 5,000 individuals. Language specialists also helped enroll more than 1,000 people in qualified health plans and assisted with voter registration for 2,600 people in Clark County and 700 people in Washoe County.

“ACDC’s work is integral to providing the Southern Nevada AAPI community with critical access to medical care and food as well as improving lives over the long-term through citizenship assistance, voter registration and youth development,” said Ron Reese, senior vice president of global communications and corporate affairs, who spearheads corporate responsibility initiatives for the company. “When we began working together, we were focused on helping ACDC reach its goals for in-language services and care. While continuing this support, we are expanding our funding to help advance opportunities for high school and college students, in line with our priority on youth mentorship in diverse communities as well as our overall workforce development commitment.”

Sands Cares’ support for ACDC is one of several engagements with diverse community organizations. Through these efforts, Sands aims to propel programs that remove systemic barriers and advance opportunities for underrepresented groups. To learn more about Sands’ corporate responsibility initiatives and other Sands Cares community engagement activities, visit https://www.sands.com/responsibility.

To learn more about the Asian Community Development Council, visit https://acdcnv.org/.

About Sands (NYSE: LVS)

Sands is the world’s preeminent developer and operator of world-class integrated resorts. The company’s iconic properties drive valuable leisure and business tourism and deliver significant economic benefits, sustained job creation, financial opportunities for local businesses and community investment to help make its host regions ideal places to live, work and visit.

Sands’ portfolio of properties includes Marina Bay Sands in Singapore and The Venetian Macao, The Plaza Macao, The Londoner Macao, The Parisian Macao and Sands Macao in Macao SAR, China, through majority ownership in Sands China Ltd.

Dedicated to being a leader in corporate responsibility, Sands is anchored by the core tenets of serving people, communities and the planet. The company’s ESG leadership has led to inclusion on the Dow Jones Sustainability Indices for World and North America, as well as Fortune’s list of the Word’s Most Admired Companies. To learn more, visit www.sands.com.

About Asian Community Development Council

The Asian Community Development Council (ACDC) is a nonprofit and non-partisan organization of volunteers dedicated to building, connecting, and educating the Asian American Pacific Islander community in Nevada. ACDC was officially chartered in 2015. The mission of ACDC is to improve the general well-being and education of the Asian American Pacific Islander and other ethnic communities in Nevada. Services that ACDC offers include voter education, health insurance enrollment assistance, citizenship application assistance, vaccination clinics (Influenza and COVID-19), food distribution, College Readiness Bootcamp and GraduAsian.

Contacts:

Kristin Koca
Sands
702.923.9142
Kristin.Koca@sands.com

Chloe Kwan
Asian Community Development Council
702-489-8866
chloe@acdcnv.org

New Holland, a brand of CNH, is celebrating 60 years since the opening of its tractor factory in Basildon, England, with the unveiling of a celebration edition tractor.

The milestone also sees the strengthening of the plant’s role as the brand’s Alternative Fuels Centre of Excellence, alongside its position as its global tractor production facility.

The Basildon plant was developed on a greenfield site in the early 1960s by Ford and later purchased by Fiat. Seeking to modernise the production processes possible at its existing car and tractor plant at nearby Dagenham, the company was encouraged to develop a dedicated tractor facility in the new town of Basildon. Work began on April 2, 1960, and was completed on February 29, 1964.

Today, a complete tractor rolls off the Basildon assembly line every five minutes, with over 10,000 different product specifications, ensuring buyers across the world – 85% of production is exported – get exactly the tractor they need.

To mark the Basildon plant’s 60th birthday, New Holland has unveiled a celebration edition T7.300 tractor. The graphics that adorn it celebrate the era in which the Basildon factory was founded, taking inspiration from the 1960s decade which saw so many leaps forward in technological advancement. Created by CNH Centro Stile, the anniversary edition’s livery is inspired by the colours and patterns of ‘Swinging ‘60s’ London, with psychedelic shapes characterized by vivid and fluid colours of blue, yellow, maroon and pink around New Holland’s distinctive leaf logo in bright yellow on the hood. The tractor, of which only one unit will be produced, was unveiled at the Basildon 60th anniversary celebratory event in April and will be showcased at exhibitions throughout 2024.

The latest developments at Basildon include significant investment in its role as the New Holland Alternative Fuels Centre of Excellence. In 2006, the firm declared its ambition to be the ‘Clean Energy Leader’ in the tractor sector, and in 2021 put into production at Basildon the industry’s first tractor of its type, the T6.180 Methane Power, to be joined later this year by the T7.270 Methane Power CNG. These developments make possible the Energy Independent Farm, allowing biomethane captured from waste farming products such as livestock manures to be used as fuel.

“We are proud to celebrate 60 years of our plant in Basildon, that well represents the evolution of the New Holland brand, from a manufacturer of agricultural machinery to a company that advances sophisticated software technology for agriculture, fostering the brand leadership on a global level. Today Basildon is a hub for innovation, where we produce tractors that are exported worldwide, and a Centre of Excellence for Alternative Fuels, where our T6.180 Methane Power tractor is produced,” says Carlo Lambro, New Holland Brand President. “As the only volume tractor producer in the UK, we are also very proud of our workforce here, with their skills, dedication and commitment. It’s a milestone for the whole company and for everyone who works or has worked in the plant.”

The humanitarian crisis in Gaza is escalating at a rapid rate. Constant bombardment from air, land, and sea threatening lives and destroying what little remains in Gaza. Those who have survived are facing deadly hunger.

To learn more, we sat down with one of our experts on the humanitarian crisis. For security reasons, they remain anonymous.

Can you start by providing some background on the situation in Gaza? 

After the conflict began in early October, over 21,000 Palestinians were killed in a span of three months. Over 36,000 men, women, and children in Gaza have been killed, which amounts to about 154 per day since the conflict began. Another 81,000 people have been injured, including women, children, medical staff, and humanitarian aid workers.

We also are dealing with massive displacement. What is happening? 

At least 85% of the population has forced to move. Some of our staff have been displaced close to a dozen times.

Since October, more than 70,000 homes have been destroyed, leaving 1.7 million people crowded into densely populated, unsanitary areas.

Many families have been forcibly displaced several times, moving from one makeshift camp to the next. In May alone, approximately 800,000 people have been forced out of Rafah. Many people are seeking refuge in displacement camps, where they face rising levels of illness, from diarrhea to respiratory infections to jaundice.

Due to the military invasion of Rafah, patients can no longer use the An Najjar Hospital, which had a 220-bed capacity. Today, the Kuwaiti Hospital, with 36 beds, remains the main trauma care provider. With military operations intensifying over the past two weeks, daily medical consultations have dropped 40%.

How are our staff responding to the crisis? 

Action Against Hunger has been in the area since 2005, and we were able to begin our response in early October. Teams have brought in water trucks with local suppliers, and sometimes distributed water bottles. We also distributed hot food in hospitals, especially for breastfeeding or pregnant women and their children. Our staff have faced countless challenges and witnessed some incredible suffering. They are nothing short of heroes.

Hunger rates are rising in Gaza. How come? 

The United Nations Relief and Works Agency (UNRWA) has suspended food distributions in Rafah due to shortages. Only ten bakeries remain operational in Gaza but are imperiled and may soon run out of cooking fuel. The WHO Director General has called the situation “beyond catastrophic.”

With Gaza on the brink of famine, Action Against Hunger is one of the few humanitarian organizations working tirelessly to provide aid. Despite the United States’ construction of a new pier, entry of goods and humanitarian access remain limited. Between May 1 and 20, only 50% of aid missions in southern Gaza and 37% of missions to northern Gaza were facilitated by Israeli authorities. Oftentimes, these projects are impeded or denied altogether.

How is our staff distributing supplies to meet basic needs? 

Most of our distributions are based on aid already within Gaza. This is because of the number of humanitarian impediments. It can be extremely difficult and risky to get in and out of Gaza, and many border crossings have been shut down.

We coordinate with humanitarian partners to distribute necessities. This can often take longer than anticipated. We were recently able to distribute shelter protection kits, which included mattresses, pillows, and sheets. But this took months from the start of the procurement process in Jordan to the actual delivery into Gaza. There are many restrictions on what is able to enter and when we can provide aid.

Doesn’t that mean that food within Gaza could run out? 

Distributions have become less diverse and less nutritious. That’s what happened to our programs in the North. We were no longer able to distribute meat. We were no longer able to distribute eggs. We were no longer able to distribute bread for a few weeks. Therefore, distribution consisted of things like olives, canned tomatoes, thyme, or dukkah, which is a condiment made of herbs, nuts, and spices. These are not sufficient to stave off malnutrition.

We’ve been trying to restart local agricultural communities, but most of the land is degraded or destroyed. Farmers are unable to grow fresh fruits and vegetables in plots that are riddled with unexploded bombs.

How quickly are things getting worse? 

There was next to no malnutrition in Gaza prior to Oct. 7. For it to deteriorate to the situation it is today in the span of seven months, with the risk of famine and deaths due to starvation, is close to unheard of.

In Gaza, the war is hunger. Hunger is war. It’s a direct link. The destruction of civilian infrastructure, the agricultural system falling on its knees, and the complete reliance of humanitarian aid was not the case prior to Oct. 7. This alone reveals how dire the situation really is.

By the time famine is declared, it’s too late. Waiting for that declaration means that people have already died and people will continue dying — and there’s little people can do at that point. That’s why prevention is critical.

Are we responding to mental health needs in Gaza? 

Right now, people in Gaza can hardly process the mental trauma they’re enduring when they’re facing it day after day.

Our psychological support staff remind us that it’s extremely difficult to address mental health until people have basic necessities like food and water and a safe place. This is not the reality in Gaza.

The mental trauma from this conflict will have ripple effects for a decade, 20 years, 30 years after. These are things that can stick around through generations. Action Against Hunger aims to respond to this mental distress as soon as possible, but the first step is permanent ceasefire.

How do we protect our staff? 

Over 200 humanitarian aid workers have been killed during this conflict. A high majority of these are Palestinian workers that have gone unrecognized.

At Action Against Hunger, we are constantly advocating for the safety and protection of aid workers. We also invest in tools and training that can help promote security, and we need donors to understand the need to prioritize funding for these critical and potentially life-saving efforts.

We work hard to keep our staff safe. The civilians we support deserve to be safe, too. With people dying every day, we need every single worker on the ground doing as much as they can. There’s no such thing as duplication of efforts right now.

How can we stop this crisis? 

For one, it’s essential to uphold international humanitarian law.

We also need effective humanitarian access so that our teams can continue to do their jobs and help people in need. Before Oct. 7, it took one hour to get from Rafah to Gaza City. Today, it takes six hours, and that doesn’t include the two to three hours that aid workers sometimes spend at checkpoints.

A permanent and immediate ceasefire is not just the end goal. It’s the first step. It’s the only thing that makes it possible for the protection of civilians and protection of aid workers.

About Action Against Hunger in the Occupied Palestinian Territories

Action Against Hunger has been working in Gaza since 2005 and the West Bank since 2002. Since Oct. 7, we’ve reached over 837,000 people in Gaza, including over 709,000 through water, sanitation, and hygiene (WASH) programs. Our assistance includes distributing hot meals and hygiene kits; trucking clean water to communities; connecting people with shelters; and providing assistance with removal of solid waste management.

About Action Against Hunger

Action Against Hunger leads the global movement to end hunger. We innovate solutions, advocate for change, and reach 28 million people every year with proven hunger prevention and treatment programs. As a nonprofit that works across 55 countries, our 8,900 dedicated staff members partner with communities to address the root causes of hunger, including climate change, conflict, inequity, and emergencies. We strive to create a world free from hunger, for everyone, for good.

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Written with support from Kenneal Patterson.

Originally published in Forbes.

From Simon Sinek to Robyn Davidson to Guy Kawasaki, countless leaders, explorers and thinkers have said that starting is the hardest part.

Nike’s suggestion to “just do it” may work when you’re strapping on sneakers, but it’s harder to change your organization or the world. Where do you begin, and how? Here are six things I’ve learned about starting a new project or initiative or changing how things are done.

Read more in Forbes.

Dr. Charles Owubah leads Action Against Hunger USA’s executive team in providing leadership and strategic direction.

About Action Against Hunger

Action Against Hunger is a nonprofit leader in the global movement to end hunger, innovating solutions, advocating for change, and reaching 28 million people every year with proven hunger prevention and treatment programs spanning 55 countries. We strive to create a world free from hunger, for everyone, for good.

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Photo by Abel Gichuru

As National Military Appreciation Month comes to a close, so does PepsiCo’s ninth “Rolling Remembrance” event, a 14,000-mile-long American flag relay in support of Children of Fallen Patriots Foundation.

The flag, once previously flown in combat, traveled for more than two months under the watchful eye of 55 Frito-Lay and Pepsi semi-truck drivers – all military veterans themselves – as they crisscrossed the U.S. along their typical delivery routes.

This year, the flag made more than 60 stops at PepsiCo facilities and customer sites, alongside both Frito-Lay and The Quaker Oats Company’s headquarters. Each stop allowed PepsiCo employees and community members to pay tribute to heroes who lost their lives, support the families left behind, and recognize the veterans who work at PepsiCo.

In advance of Memorial Day, the relay concluded at PepsiCo’s New York headquarters.

Since the inception of Rolling Remembrance in 2015, PepsiCo has awarded over $2 million to Children of Fallen Patriots Foundation – providing 320 years’ worth of college education to students who have lost a parent in the line of duty.

Rolling Remembrance is spearheaded by VALOR, one of PepsiCo’s ten employee resource groups. VALOR and its three pillars to serve, connect, and advance are at the heart of how the organization supports veterans, reservists and military spouse employees, providing an important community to come together in shared experiences.

Each year, Albertsons Companies’ Denver Division holds a fundraiser to support various veterans’ non-profits, including the Vail Veterans Program (VVP). This incredible organization brings severely wounded veterans, their families, as well as hospital medical staff to the mountains in Vail, Colorado to provide impactful outdoor healing and rehabilitation. The service members participate in everything from skiing in winter to white water rafting in the summer. Since 2015, our Denver Division has donated over $250,000 to VVP, helping bring emotional healing and improving the lives of hundreds of wounded service members and their families. 

“I am only seven months post-injury and extremely grateful for this program. I didn’t realize how impactful getting out and embracing life again would be for me. This week helped me prove to myself that I can still be physically active, and we had a chance to reconnect as a family.” 
– David Simmons, US Army CW22 and Summer Family Program Participant

See original post on LinkedIn and read more about Albertsons Companies and our Recipe for Change on our website.

Originally published by TriplePundit

Fueling corporate vehicle fleets is complex, and getting it wrong can cost millions in excess labor and energy costs for fleet operators. This challenge is only growing as operators balance multiple fuel type needs and alternatives such as renewable fuels come to market. The energy delivery company Booster has developed a digital-first solution to handle this complexity. Operators who previously had no other option but the gas station can now start every shift ready to go, saving time and money while reducing fossil fuel needs.

Booster serves everyone from small service businesses like local landscapers up to the largest fleet operators in the world, such as Amazon, to power transportation more sustainably. However the company got its roots back in 2015 serving consumers at large office parks. “Before I founded Booster, my family had designated me as the ‘chief fueling officer’ because no one wanted to go to the gas station,” recounted CEO Frank Mycroft. “That’s when I realized the need for a better solution. We launched service at top-tier corporate campuses like Facebook, Paypal, Cisco and Genentech, which required us to build the highest bar of quality, trust, digital-power transparency and service. We call this the purple promise, and it anchors our game-changing fleet service today.”

The pandemic steered Booster to focus on its business fleet clients, but to do so in a digital-first, self-service model that had never existed before in the industry, and enabled more complex last-mile fleets to adopt mobile energy delivery.

Because Booster was the first company in the United States to offer mobile gasoline refueling services to last-mile fleets, this creation of a new industry sector came with its own set of challenges. “Booster had to work closely with regulators to build this industry,” said Puneet Bawa, the company’s general manager for Southern California. “Every element of our systems, from the digital services to the hardware, is engineered with technology to meet the strictest regulatory standards to deliver renewables and gasoline with the lowest emissions.”

Mobile gasoline refueling services were not permitted in most regulatory codes when Booster was founded. So, the company had to collaborate with government agencies in states like California, Texas and Washington, presenting the company’s training, technology, and business model plans that worked to eliminate emissions and hazards. “We co-authored multiple new laws and regulations,” highlighted Shenna Bradshaw, the company’s head of policy. “Booster was the first in this game.”

Booster creates a more sustainable way of fueling fleets 

Booster delivers conventional and renewable fuels, as well as hydrogen and electric vehicle services in select markets. The company’s dual-product delivery assets serve complex, multi-product client needs efficiently. Booster also works with partners to offer EV charging for fleet EVs and leverages its team of talented commercial drivers to deliver hydrogen within the company’s partner network.

“We are focused on eliminating the number of miles driven to gas stations and living up to our credo of increasing sustainability and reducing our customer’s carbon footprint,” Bawa said.

Booster is also betting big on renewable diesel. “In 2024, California is going to mandate that all off-road vehicles and equipment must use dyed renewable diesel. The challenge here is access. Booster has partnered with some of the largest renewable suppliers on the West Coast,” Puneet shared. “We are in a strong position to lead the charge in renewables conversion, both on- and off-road. Our systems are nimble and flexible, coupled with tech to predict demand autonomously, making us the most versatile and viable solution.”

Moving toward more alternative energy solutions aligns with Booster’s sustainability goals, Bawa said. “In addition to renewable diesel and mobile electrification through a third-party partnership, we have supported mobile delivery of hydrogen around the Port of Los Angeles,” he explained. “And we are exploring avenues where Booster could partner with other companies to facilitate the delivery of alternative fuels.”

Booster saves companies time and money

In the San Diego area, 35 percent of Booster’s clientele are landscape companies. These companies generally send out crews of four to six workers in pickup trucks and trailers every day and often need refueling services before each new day can begin.

“We optimize cost efficiencies for companies by mitigating the need for four to six individuals to be present in the vehicle during fueling at a gas station, resulting in significant savings on labor expenses,” Bawa explained.

Even more critical than cost savings is employee safety. Bawa got an up-close view as to why in his prior role managing the insurance program for another company’s corporate fleet. “Two out of three preventable accidents our fleet had were from being backed into at a gas station,” he said. “Simply being parked at a gas station or fuel stop is one of the biggest causes of accidents. We provide our customers with peace of mind.”

Booster is also able to pass on savings in direct fuel costs. The branded gas found at most gas stations is generally more expensive than unbranded fuel, and Booster participates in many unbranded fuel contract deals that allow it to offer clients better prices. The company also spends little on advertising, which further drives down pump cost for customers. “Our biggest competitive advantage is word of mouth,” Bawa said.

Booster is leading the industry in new directions

The logistics industry has dealt with tremendous volatility since 2020, Bawa shared. Booster’s procurement methods and internal efficiencies allow the company to provide stable and competitive solutions that help customers manage and reduce the impact of the macro-environment on profitability, he said. “We closely monitor the markets,” Bawa told us. “Every penny holds significance both for us and our customers. We have effectively taken these elements and turned them into a competitive advantage, allowing us to outperform our peers in the industry.”

Booster says it’s laser-focused on creating a more sustainable and economical fueling sector. By creating partnerships with third-party providers, the company helps to ensure that renewable fuels, hydrogen and electricity are all available in the fleet fueling marketplace.

“When I first started here, I was skeptical about sustainability, but now I have seen firsthand how this process works, and I see our work as something that is changing the landscape of this industry for the better,” Bawa said. “We are cutting out the middleman, cutting carbon emissions, and accelerating the adoption of renewable alternatives. It’s a one-two approach: wean customers off the gas station, then off of fossil fuels entirely. It is inspiring to me, and I hope it inspires others to do their part for a better future.”

This article series is sponsored by Booster and produced by the TriplePundit editorial team.

Baker Hughes’ senior vice president of strategy and technologies, Attilio Pisoni, addresses the oil and gas industry’s responsibility in reducing its carbon footprint and gives an overview on the company’s sustainability operations in this Hart Energy Exclusive interview. 

Originally published by Hart Energy

JB: One of the things we were discussing that’s an issue for the industry as a whole is that there’s less capital dedicated to developing technology. What are some of the ways that Baker Hughes is filling the gap, essentially?

AP: It’s true. If I look at my past, my career in technology and in operations, I see that capital is becoming harder to get by because there are other sectors that are attracting capital. There’s closer attention, and rightly so, to quarterly results, et cetera. To me, the key in what we are doing in Baker Hughes is first of all, using the capital that we do have more efficiently and the power that digital has put in our hands in terms of designing more efficiently products, testing them in the virtual world before you’re taking them to operation— It’s a big lever that we have.

Watch the interview here

Continue reading here

Originally published in GoDaddy’s 2023 Sustainability Report

A Message From Our Chief People Officer

Our mission at GoDaddy is to empower entrepreneurs everywhere, making opportunity more inclusive for all. We focus on the dreamers who bring their passion and craft to the world, and who create thriving communities. This is why GoDaddy exists — to be a catalyst to their success, and the platform and advocate for their brand.

Similarly, we believe in this fundamental principle for our employees, that opportunity should be inclusive for all. Pay parity is an important part of our inclusive culture. When we started our journey toward pay parity several years ago, it was both daunting and scary. Would we really share data externally? What if the gaps were too big to overcome?

We didn’t have all the answers — only a committed and strong belief that visibility and transparency could lead to improvement. We took on this important work with a caring, curious, and hard-working group who shared a willingness to learn and ultimately understand what must be improved within our organization. As one of our leaders once said, “We need to get comfortable with uncomfortable data.”

One of our values at GoDaddy is ‘Work Courageously,’ and that value was front and center as we dove into the unknown. Year after year, we have shared our data — both the data we are proud of and the data showing room for improvement. We believe that companies do not have to be, and frankly can’t be, perfect. But we can be courageous, do our best, and learn and improve along the way.

With the release of our 2023 Diversity & Pay Parity report, we are proud to share the progress we’ve made toward creating an equitable, inclusive, and transparent company:

We achieved pay parity based on gender (globally) and ethnicity (U.S.).1We both maintained our gender representation globally and increased representation of people of color in the U.S. — despite scaling back our hiring. Since first publishing these results, our representation of both women and people of color has improved, with big gains in women in leadership (7%) and people of color in technology roles (10%).2We welcomed four new GoDaddy Executive Leadership Team members in 2023 through internal promotions — each fantastic and bringing diverse perspectives to our company, our leadership team, our employees, and our customers.We continue to teach our team how to mitigate bias and enable equity in our day-to-day work, with a fair and consistent approach to hiring, performance evaluation, compensation, and promotion decisions.

Our mission does not change in challenging years. In fact, it’s in those times that it becomes more important — and the work to fulfill it is never complete. It’s both important and meaningful to be part of the improvements we want for the world, and it’s an honor to do this work alongside colleagues who are committed to making a difference.

Monica Bailey 
Chief People Officer, GoDaddy

To learn more, read our 2023 Sustainability Report.

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About this Report 

The GoDaddy 2023 Sustainability Report details our progress toward our corporate sustainability goals, strategies, and initiatives in support of our overarching corporate mission 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, 2023. To demonstrate our commitment to transparent communication regarding our sustainability progress, we routinely share updates through our website and our annual Sustainability Report. We welcome your questions, comments, and feedback on this report by contacting ESG@GoDaddy.com.

This report references the Global Reporting Initiative (GRI) Standards and includes select Sustainability Accounting Standards Board (SASB) metrics for the Internet Media and Services sector. 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 review the Frameworks and Metrics section.

Open configuration options

1We define achievement of pay parity as pay that is equal to, or a few cents on either side of, a dollar.

2GoDaddy first published the representation data in 2015 and 2017, respectively.

Originally published on TriplePundit

Growing up in Honduras, I witnessed the power natural disasters can have on the planet and how life-changing it can be when people come together to fix broken communities left with nothing.

When I was young, Category 5 hurricanes created economic and cultural devastation across Latin America. The international business community often responded with donations of supplies, food, and the arrival of technical teams to repair roads and infrastructure. Local companies of all sizes, even those that had suspended operations for a time, mobilized to assist their employees who had suffered.

At that time, the term “corporate social responsibility” was not widely used, yet many companies made efforts to help their communities as part of their philanthropic practices. In the years following Hurricane Mitch in 1998, my role as a leader in sustainability led me to become actively involved in efforts to care for communities after natural disasters. HanesBrands (HBI), our global sustainability mission centers around impacting the lives of people, protecting the planet and manufacturing product thoughtfully, all of which make me feel proud to lead global teams who are making a difference.

Sustainability is woven into the fabric of HanesBrands’ iconic portfolio of brands including Hanes, Champion, Bonds, Playtex and Maidenform. Efforts across the brands and throughout the company have helped us to steadily march forward in our quest to achieve ambitious sustainability goals by 2025 and 2030 that encompass three pillars: People, Planet and Product.

At HanesBrands, we have a goal to positively impact the lives of 10 million people by 2030. Our latest progress report shows that as of 2023, we’ve reached 3.4 million people through a variety of creative sustainability initiatives.

In a world filled with challenges, it’s heartening to see how an innovative idea can blossom into a life-changing initiative. HanesBrands’ Green for Good program is a testament to how a corporate sustainability goal can transform lives and make a positive impact on humanity. The program invests hundreds of thousands of dollars saved from recycling into community improvement projects. We’ve provided access to medical services, funded health clinics, and facilitated over 1,500 life-changing surgeries, demonstrating the direct impact of sustainability on communities where we live and work. Since its inception, Green for Good has also provided educational opportunities for at-risk children and sponsored schools across multiple countries.

We partner in Honduras with Atrium Health Wake Forest Baptist Hospital, WakeECHO Global Ophthalmology, and Hospital del Ojo Club de Leones Fraternidad in San Pedro Sula. Through collaborative efforts, we’ve been able to facilitate corneal transplants and cataract surgeries for patients in need, including some of our very own associates and their families. In a country where an organ bank is absent, these procedures are critical, and our partner specialized medical team has made a real difference in these patients’ lives.

Through the Hanes for Good program, Hanes donated thousands of socks and shirts to people experiencing homelessness in partnership with Super Soul parties. The nonprofit initiative transforms the Big Game in the U.S. into a meaningful and inclusive experiences for those in need.

In the U.S., Hanes partners with Delivering Good to assist with ongoing natural disasters recovery efforts. HanesBrands began working with Delivering Good over 10 years ago, and together, more than $45 million of products have been distributed to communities recovering from crises.

In Europe, Champion donates personalized apparel to hundreds of athletes, volunteers, and members of the Special Olympics. This contribution is part of an ongoing partnership with the Special Olympics to promote a world free from discrimination where everyone can be a champion.

On the environmental front, we’ve achieved a notable 50 percent reduction in Scope 1 and 2 greenhouse gas emissions since 2019 alongside reductions in water use and packaging weight. We’re aiming to achieve zero waste across our operations by 2025 and transition to 100 percent renewable electricity by 2030.

Biomass-fired boiler technologies, geothermal electric power, and solar electric are all part of our owned energy management strategy as we march toward our 100 percent renewable electricity goal. These cost-effective renewable energy technologies are helping to power our sites. Our biomass operations save about 70,000 metric tons of greenhouse gas emissions per year — that’s equivalent to taking 14,830 cars off the road or planting 1,138,060 trees.

Our Dos Rios Textiles facility in the Dominican Republic pioneered an innovative biomass project, which consists of the use of wood chips from a sustainably managed energy crop to power steam boilers, reducing dependency on fossil fuels, lowering the plant’s carbon footprint, and increasing overall energy efficiency. Our Dos Rios plant is already powered by 100 percent renewable solar energy thanks to a Solar Power Purchase Agreement with a local solar park. It is the largest solar electric agreement to date for our company and will supply nearly 100 percent of the electrical needs for the facility for the next decade.

In Thailand, Honduras and the Dominican Republic, efforts to enhance solar power have been underway for years. These projects are predicted to save $16 million over the next ten years and substantially reduce greenhouse gas emissions.

There can be a misconception that sustainability is expensive. We’ve seen that efforts to provide reliable clean power while reducing our reliance on fossil fuels, lowering greenhouse gas emissions, and mitigating risk from fuel price volatility can actually save big money in the process.

Our product-specific goals also reflect our commitment to sustainability, with initiatives such as using sustainably grown cotton and reducing single-use plastics and packaging weight. These efforts are not just about meeting targets; they’re about reimagining how we create and deliver products that are mindful of their impact on the planet.

In Surin, Thailand, we are making meaningful changes through our upcycle program. Associates work with local vendors to turn excess materials into products that are then sold by the local community. This project keeps 240 tons of waste out of landfills per year. We are always actively exploring ways to implement circular approaches into the heart of our clothing production. We kickstarted the use of circular economy practices years ago by partnering with yarn mills to manufacture reclaimed and recycled cotton. Cotton fiber that would have been thrown away as part of the manufacturing process can be re-spun into yarn that can then be used to create socks and similar products.

Cotton is the most commonly used material in HanesBrands products, and we are well on our way to achieving 100 percent sustainably grown cotton by 2030. We are able to track cotton in a way that gives us visibility into our cotton sources which in turn helps us manage risks and sustainability practices from seed to shelf and beyond. Unlike most apparel companies, we can tell you where this cotton comes from down to the gin level.

Beyond numbers and metrics, our sustainability journey is also about collective action. Our global associate campaign we kicked off last year, “I’M IN,” has encouraged our associates to undertake 90,000 sustainable actions in their personal lives, from energy-saving practices like washing their clothes in cold water to volunteering in communities. This grassroots movement underscores our belief that every action, no matter how small, contributes to a larger positive impact on our planet and communities.

In 2021, we joined forces with Tide to spread the word that washing clothes in cold water is a simple way to combat carbon emissions. We know that Hanes products are in nine of out ten homes in the U.S. That’s a lot of laundry. Up to 90 percent of the energy a washing machine uses is from heating the water. The cumulative effect if all Americans switch to washing three out of four loads a week with cold water, can save enough electricity to power all of New York city and San Francisco for over a year (by 2030 compared to a 2020 baseline).

Our strategic investments in sustainability have yielded $23 million in savings since establishing ambitious goals in 2020. There is an ongoing effort in our global operations to identify cost-savings opportunities and innovative ways to drive sustainability progress.

Our efforts have not gone unnoticed. We’ve been consistently recognized with awards such as the Energy Star Sustained Excellence Award and Partner of the Year Award from the U.S. Environmental Protection Agency. We also achieved an A- score in the 2023 CDP Climate Change Report and 2023 CDP Water Security Report. These accolades affirm our global leadership in sustainability and inspire us to continue pushing boundaries.

We invite everyone to join us on this journey toward a more sustainable future by visiting hbisustains.com. Together, we can create lasting change that benefits not only the environment, but also the lives of millions around the world.

This article series is sponsored by HanesBrands and produced by the TriplePundit editorial team. 

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