Tag: 3BL

Technology has the power to transform lives, bridge opportunity gaps, and strengthen communities. At Cisco, our Purpose is to Power an Inclusive Future for All, building a more inclusive digital future where education and opportunity go hand in hand.

The urgency for skilled cybersecurity talent has never been greater. Recent research underscores this need: according to PwC’s Global Digital Trust Insights 2025, 65% of technology leaders in Brazil identify cyber risk as the top threat to manage—well above the global average. Meanwhile, Deloitte finds that 57% of global organizations plan to increase investment in digital security over the next two years.

Cisco’s Cyber Education program stand at the forefront of addressing this gap, preparing Brazil’s workforce for the challenges—and opportunities—of a digital era. The program is now celebrating its 11th edition and a landmark achievement: reaching one million students through Cisco Networking Academy.

A milestone year for cyber education

Cyber Education is a cornerstone of Cisco’s Brazil Digital and Inclusive initiative and the broader Cisco Networking Academy, which has touched more than 1,000,000 learners nationwide. Through the power of partnership—with educational institutions, government agencies, and industry leaders—we are building a talent pipeline that supports not only Brazil’s digital transformation but also the global cybersecurity ecosystem.

Within this overarching effort, the dedicated Cyber Education program, launched in 2020, has emerged as Brazil’s leading professional training initiative in cybersecurity. This multi-phase event brings together learners and educators from across Brazil to delve into cybersecurity basics and advanced concepts. To date, it has successfully equipped more than 8,000 professionals with the necessary skills to secure the nation’s digital future.

This year’s Cyber Education event is in full swing, with the first phase—the Cyber Education Marathon—running from September 1 to 21. During this, participants complete the “Cyber Threat Management” course, aimed at equipping learners with fundamental skills to identify, understand, and combat common cyber threats. Participants gain crucial insights into protecting digital assets and recognizing vulnerabilities in today’s interconnected world.

Those who succeed advance to compete for 1,500 professional training scholarships in sought-after fields like CCNA ITN (Introduction to Networks), a foundational course for understanding network infrastructure- a critical prerequisite for any aspiring cybersecurity professional. In addition to this is the CyberOps Associate certification, which trains individuals in the vital skills needed for cybersecurity operations, from monitoring and detecting threats to responding to incidents.

For many, this program is just the beginning of their cybersecurity journey. The crucial third phase actively connects graduates with strong job and internship opportunities with Cisco partners, customers, and more, helping to bridge the talent gap by placing qualified professionals directly into the workforce. Furthermore, the final stage of the program invests in training the next generation of instructors, creating a sustainable ecosystem that ensures continuous growth and impact of cybersecurity across Brazil for years to come.

To date, Cisco Brazil’s Cyber Education program has successfully placed over 1,500 students in job opportunities across the country, connecting them with 52 employability partners, including partners and customers.

To drive even greater participation and impact, Cyber Education rewards partner academies with the highest number of graduates across four key categories. This year, we’ll celebrate institutions that champion female participation in cybersecurity—a vital step toward a more inclusive future for all.

A win-win for learners, partners, and communities

For Cisco, Cyber Education is more than a program—it’s a shared commitment to lasting impact. By investing in skills, empowering talent, and opening doors to new careers, we are helping to shape a future where everyone can thrive.

As we embark on the 11th Marathon, Cisco and our partners are unlocking opportunities for individuals and communities alike proving that when technology meets Purpose, extraordinary things happen.

Learn more and register for the Cyber Education Marathon here. 

View original content here.

Las Vegas Sands

Marina Bay Sands held the 2025 Sands for Singapore Charity Festival Sept. 5-7 and raised more than $4 million for local charities and nonprofit organizations, bringing the total amount generated by the festival to over $35 million since its inception in 2013.

To commemorate Singapore’s 60th year of independence, the 11^th charity festival – themed Where Hearts Come Together – encompassed eight weeks of community engagement and creative fundraising activities that culminated in a weekend of entertainment, gourmet pop-ups by Marina Bay Sands’ signature restaurants, and booths presented by local nonprofits and social enterprises to raise funds for their causes at the resort’s Event Plaza.

Beneficiaries included the Association for Persons with Special Needs (APSN), ART:DIS, Asian Women’s Welfare Association (AWWA), Community Chest, Image Mission, Metta Welfare Association, Society for the Physically Disabled (SPD), The Food Bank Singapore, Touch Community Services and WE CARE Community Services.

These organizations address critical social needs, including food security, support and vocational training for people living with disabilities, empowerment of women to gain economic independence and treatment for people with addictions.

The festival opened Sept. 5 with performances by ART:DIS Cajon Musicians and APSN Student Dancers, who then joined in the festival’s official opening with Marina Bay Sands and Singaporean celebrity Glenn Yong. Later in the evening, Yong performed amid a symbolic activation that featured a sea of colorful lights representing hope and unity.

Throughout the festival, attendees enjoyed entertainment from local bands 53A, Jive Talkin’ and SuperSonic, as well as specially priced gourmet treats offered at pop-ups by the resort’s signature restaurants such as Black Tap and Bread Street Kitchen. Proceeds from the pop-ups benefited AWWA’s transitional shelter program.

In its fourth year, the festival’s Giving Marketplace featured handcrafted items, baked treats and lifestyle products created by the beneficiaries of 16 nonprofit organizations, social enterprises and small businesses, which retained proceeds to benefit their organizations.

An annual festival highlight is the Community Chest Heartstrings Walk, which drew over 3,000 participants, and the Race to the Sky Vertical Marathon in which 168 competitive racers ascended 57 stories up to the Sands SkyPark Observation Deck. Proceeds from these events are benefiting more than 200 programs supported by Community Chest, the philanthropic arm of Singapore’s National Council of Social Service.

New features added at the 2025 Sands for Singapore Charity Festival included The Sweet Collective, a charity dessert box that combined unique tarts from four of Marina Bay Sands’ signature restaurants – CUT by Wolfgang Puck, Maison Boulud, Origin + Bloom and WAKUDA Singapore. Dessert box sales began in late July, and proceeds supported vocational training programs for adults with special needs at the APSN Centre for Adults.

Another festival highlight was Play for a Cause, a life-sized digital game that Marina Bay Sands created to support The Food Bank Singapore’s mission of increasing food security. More than

1,000 food bundles assembled through game play were matched by Marina Bay Sands with physical food bundle donations to The Food Bank Singapore for people in need.

As in years past, Marina Bay Sands’ Team Members served as the engine behind the 2025 Sands for Singapore Charity Festival through their volunteer work over eight weeks of activities leading up to the festival as well as during festival weekend, resulting in more than 7,700 community service hours.

Team Member volunteer activities included befriending seniors on trishaw rides around Marina Bay to support the Cycling Without Age program, sewing blankets with beneficiaries from Singapore Red Cross, donating 50 cartons of new art supplies to support art therapy programs at 16 MINDS centers and assembling 30,000 hygiene kits as part of the 2025 Sands Cares Global Hygiene Kit Build with Clean the World.

These efforts increased the total number of volunteer hours contributed by Marina Bay Sands Team Members to more than 132,000 since the integrated resort’s opening in 2010.

“We are deeply heartened by the generosity of the public and our Team Members in rallying behind meaningful causes through the Sands for Singapore Charity Festival,” Paul Town, chief operating officer at Marina Bay Sands, said. “This strong show of collective support reflects the community’s enduring compassion and our long-term commitment. As Singapore goes beyond SG60, Marina Bay Sands will continue to deepen involvement in advancing social impact in Singapore through sustained philanthropic efforts and long-term community partnerships.”

The annual Sands for Singapore Charity Festival is the cornerstone of Marina Bay Sands’ charitable efforts and part of the global Sands Cares community engagement program, which orchestrates philanthropic giving, nonprofit capacity-building and Team Member volunteerism to ensure Sands’ regions remain great places to live, work and visit.

To learn more about the community endeavors spearheaded by Sands Cares, read the company’s latest ESG report: https://www.sands.com/resources/reports/.

Yum! Brands

Since its founding in 1997, Yum! has been Serving Up Good with its brands by investing in initiatives that enable team members, employees and communities to thrive. Yum! remains committed to using its capital – financial and human – to reduce food insecurity and to help individuals gain the skills and capabilities they need to build meaningful careers. This series highlights both the stories of Yum! leaders who are driving meaningful change and shaping a better future for all, as well as the beneficiaries of the many community impact programs Yum! leads around the world.

When Andrew German was a sophomore, he dropped out of college, unable to pay for another semester. Since he wasn’t going to class, his aunt asked him to accompany her to their local Taco Bell for a job interview, serving as her translator. By the end of the interview, the manager was so impressed that both German and his aunt left with jobs.

Less than a year into his new role, German’s manager recalled how he often talked about practicing with a local dance company that he started outside of work and was aware of the obstacles that German faced with his first attempt at college. Taking both into consideration, she encouraged him to re-enroll in school and apply for the Live Más Scholarship to help make his educational goals possible. While this scholarship offers financial support for school, it’s a passion-based scholarship —applicants submit a video showcasing what they care about, rather than writing a traditional essay.

“My manager saw so much potential in me and encouraged me to apply,” German said. “After my first college experience, I didn’t feel very confident about going after new opportunities. But she truly believed in me and encouraged me to take the leap, so I did.”

A few weeks later, German’s manager asked to meet with him; he thought it was to interview for a shift lead position. But instead of an interview, she surprised him with a $25,000 Live Más Scholarship.

German is just one of over 3,000 Live Más scholars. Continue reading to learn how he advanced from a restaurant team member to an analyst with the Taco Bell Foundation, where he now manages the Live Más Scholarship program.

How did your experience as a Live Más Scholar help you understand the impact and mission of the Taco Bell Foundation?

I had never heard of the Taco Bell Foundation until I applied for the Live Más Scholarship, but I now know that the Taco Bell Foundation is on a mission to fuel bold ambitions, inspiring the next generation to Live Más.

The scholarship opens doors in fields like food, arts, trades and entrepreneurship by focusing on each recipient’s story, strengths and dreams. Live Más goes beyond financial aid, providing scholars with career resources, mentorship and connections with professionals to help achieve their goals.

As an employee managing this program, I’ve learned that everyone has talent and potential. We help individuals realize and utilize their abilities to grow. Our organization has the resources and expertise to make these experiences accessible to young people facing barriers.

Is it fair to say the foundation changed your life?

One thousand percent yes! After I was awarded the scholarship, the foundation kept me engaged with various opportunities that aligned with my love for dance, from a music video cameo to national campaign features.

The Live Más Scholarship offered numerous workshops and conferences where I met Taco Bell senior leadership, learned about internships and got a first look at corporate jobs, I’d have to say that the mentorship was my favorite part. As a Live Más scholar, I was mentored by Zach Trail from the People & Culture team. His story mirrored mine, and his guidance helped me silence my imposter syndrome. With his encouragement, and the support of Mikerra Spoon with the Talent Acquisition team, I applied for a role I was interested in at the corporate office. Although I didn’t get the first role I applied to, Mikerra thought I’d be a great fit for another open role with the Taco Bell Foundation and with Zach’s continued motivation, I tried again, and this time I got it! The program’s exposure and support were instrumental in my career growth, reinforcing my mantra, “Alone you can do so little, but together we can do so much.”

What key insights have you gained in your role that others should know?

While the Scholarship isn’t exclusively for Gen Z applicants, my close work with this generation — through my dance studio, youth-centered volunteer work, and professional relationships with restaurant team members — revealed clear gaps in how organizations connect with them. I saw an opportunity to ensure our program didn’t just include Gen Z but truly reflected and supported their needs. Rather than relying on outside interpretations, I’ve found the most effective insights come from direct engagement. By treating Gen Z as collaborators, not just recipients, we’ve been able to build a scholarship experience shaped by their voices — one that resonates across generations and is especially impactful for the next one.

Whether through a passion for dance or a dedication to inspiring the next generation, teaching is at the heart of what fuels German. You can support the journey of ambitious individuals, like him, aspiring to live their dreams, by donating to the Taco Bell Foundation Live Más Scholarship program.

Safety isn’t just a responsibility – it’s a promise. At DP World, this year’s Global Safety Day served as a powerful reminder of that truth. Building on last year’s theme, “Don’t Forget Why,” which saw employees receive heartfelt letters from loved ones, the 2025 campaign embraced a new message: “Every Day is Safety Day.”

The theme was inspired by one of those family letters, which read: “Today on Global Safety Day AND ON EVERY OTHER DAY AFTER THAT, please don’t forget why it’s so important to take care of them.” Those words underscore the real reason safety matters: the husbands, wives, children, siblings, and friends waiting for each of us to come home at the end of the day.

A Day of Connection and Reflection

On September 17, DP World executives fanned out across sites in the Americas to engage directly with employees. These conversations reinforced that safety is more than procedures – it’s about people, trust, and care.

A new video released for the occasion shows employees alongside their loved ones, spotlighting the personal “why” behind DP World’s relentless focus on safety. These intimate moments capture the essence of Global Safety Day: safety is not just a workplace value, but a life promise.

Introducing The Safety 7

To further embed this culture, DP World launched The Safety 7, a framework of seven actions guiding how safety is led across all business areas:

1. CARE for each other and embed safety into everything you do.
2. UNDERSTAND the commitments we live by and make sure you apply them every day.
3. LEAD safety discussions and encourage others to actively participate.
4. TALK about your concerns and ask questions with confidence.
5. USE Take time and Stop Work Authority processes to prevent harm.
6. RECOGNIZE your responsibility in keeping yourself and your coworkers safe.
7. ELIMINATE risks from unsafe conditions, unsafe behaviors, and unsafe mindsets.

These principles create accountability and awareness, ensuring safety is everyone’s responsibility – every day.

Safety in Action Across the Americas

The Safety 7 framework is already shaping change through investments in technology and training, including:

• Collision Prevention: Pedestrian detection systems at DP World Fraser Surrey, Canada, and a collision avoidance system for ITVs in Caucedo, Dominican Republic.
• Driver Awareness: Fatigue and distracted-driving cameras installed in ITVs across multiple sites.
• Equipment Safety: A 360-degree alert system for reach stackers in St. John, Canada, reducing blind spots.
• AI Innovation: A hazard identification platform piloted in Perris, CA, Palmetto, GA, and York, PA, using CCTV to continuously detect risks.
• Leadership Training: A bi-weekly safety training platform for contract logistics leaders across the Americas, ensuring consistent and continuous safety education.

These initiatives complement ongoing employee engagement efforts, such as workshops reviewing results of the dSS+ Safety Perception Survey in Posorja, Ecuador, and Santos, Brazil, with more sessions scheduled.

Building a Zero-Harm Culture

For DP World, safety is a journey toward zero harm. That journey depends on trust—between colleagues, leaders, and teams. It also means shifting from being compliance-focused to becoming collaborative partners in safety.

Safety isn’t just a job, it’s a promise. A promise to every family that their loved one will return home at the end of the day.

As Global Safety Day reminds us, safety is not one day on the calendar. At DP World, Every Day is Safety Day.

Learn more about our global safety culture here.

Lenovo’s strategic focus on “Lenovo powers Lenovo” harnesses AI, infrastructure and sustainability to enhance the performance and resilience of its global supply chain

September 25, 2025 /3BL/ – Lenovo, a global technology powerhouse, has retained the No.1 position in the Gartner^® Asia/Pacific Supply Chain Top 10 for 2025, marking its fourth consecutive year^[1] at the top among APAC leaders across industries. The top 10 list spotlights supply chain excellence, including adapting the network to support growth, driving efficiency and resilience through technology adoption, and promoting sustainability through circular innovation. Lenovo’s operational excellence continues to transform its global supply chain and manufacturing footprint. According to The Gartner^® Supply Chain Top 25 for 2025, Lenovo also achieved a significant global milestone by moving up to No.8 in Gartner’s Global Supply Chain Top 25, improving by two places from 2024.

Lenovo is pleased to receive this continued recognition, which reflects Lenovo’s unwavering commitment to AI innovation, operational excellence, and ESG leadership. The company’s strong performance across all scoring criteria reinforces its standing as a global leader in supply chain transformation.

Advancing resiliency through global expansion

Lenovo’s global, flexible and resilient supply chain remains a cornerstone of its ability to navigate geopolitical and economic uncertainties. With its operations touching 180 markets and a manufacturing network spanning more than 30 manufacturing sites across 11 markets, Lenovo continues to scale its operations for greater agility and resilience.

As part of this growth, Lenovo will expand its manufacturing footprint into Saudi Arabia to support customers in the Middle East and Africa (MEA) region. The move strengthens Lenovo’s regional presence, leverages market growth, and enables faster delivery of products, services, and solutions to MEA customers.

These strategic investments support Lenovo’s ability to adapt quickly to global shifts while maintaining high service standards and operational flexibility.

Driving efficiency through AI-enabled autonomous operations

At the heart of Lenovo’s supply chain innovation is its “Lenovo Powers Lenovo” strategy that harnesses its own technology, infrastructure solutions and intellectual capital to transform internal operations. Through this, Lenovo is rapidly infusing AI into every aspect of its global supply chain, from manufacturing and logistics to sustainability and customer service.

For example, Lenovo has developed a new AI-enabled tool that offers extensive visibility across its supply chain, offering real-time risk alerts, automation, and decision-making support. If logistics are impacted by congested lanes, the system automatically detects and flags the disruption, evaluates alternatives and their costs, and recommends the optimal course of action.

“It’s an honor to be named No. 1 in Asia Pacific for the fourth year and moving up in the global rankings is a powerful validation of our efforts to build a smarter, more resilient supply chain,” says Amar Babu, President of Lenovo Asia Pacific. “From AI-powered tools to sustainable logistics, our innovations are helping customers and partners gain an operational edge in a dynamic world.”

Advancing sustainability through circular innovation

Sustainability continues to be on the agenda for Top 10-ranked Asia/Pacific supply chain leaders, with circular innovation emerging as a core strategy.

Lenovo also leads in circularity, integrating recycled materials into over 298 product lines, including the use of aircraft by-product carbon fiber. The company has also advanced sustainable packaging through innovative materials like sugar cane and bamboo, reinforcing its commitment to responsible product development.

Lenovo also ranked #3 in the Gartner Supply Chain Top 25 and Masters for 2025: High Tech Top 10 ranking.

Read more: Gartner Supply Chain Top 25 ranking and methodology

Gartner Subscribers can read more in The Gartner Supply Chain Top 25 for 2025: Insights on Leaders. 

^[1] https://www.gartner.com/en/documents/6750034

###

Source of attribution
The Gartner Supply Chain Top 25 for 2025: Insights for APAC,  Teh Leng Tan, Sergio Coelho, 21 July 2025

The Gartner Supply Chain Top 25 for 2025: High Tech, Alejandro Santalo, Teh Leng Tan, Cori Masters, 8 July 2025

GARTNER is a registered trademark and service mark of Gartner, Inc. and its affiliates in the U.S. and internationally and is used herein with permission. All rights reserved.

Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

About Lenovo

Lenovo is a US$69 billion revenue global technology powerhouse, ranked #196 in the Fortune Global 500, and serving millions of customers every day in 180 markets. Focused on a bold vision to deliver Smarter Technology for All, Lenovo has built on its success as the world’s largest PC company with a full-stack portfolio of AI-enabled, AI-ready, and AI-optimized devices (PCs, workstations, smartphones, tablets), infrastructure (server, storage, edge, high performance computing and software defined infrastructure), software, solutions, and services. Lenovo’s continued investment in world-changing innovation is building a more equitable, trustworthy, and smarter future for everyone, everywhere. Lenovo is listed on the Hong Kong stock exchange under Lenovo Group Limited (HKSE: 992) (ADR: LNVGY). To find out more visit https://www.lenovo.com, and read about the latest news via our StoryHub.  

In just two hours, our Gen team in Pune came together for a Recycled Notebook-Making Volunteer Activity. They showed up to fold pages, design covers and create something meaningful — transforming what was once waste into beautiful notebooks. All of the notebooks were donated to kids in need in India.

This initiative was more than just a fun activity; it was a commitment to sustainability, teamwork and creative problem-solving.

• Expands hybrid AI + physics analytics for deeper, plant-wide insights and proactive decision making
• Persona-based workspaces and multilingual support streamline collaboration and reduce onboarding time
• Collaborative modeling and strategy tools accelerate deployment and improve operational outcomes

MILAN, Italy, September 24, 2025 /3BL/ – Baker Hughes, an energy technology company, announced a major update to Cordant™ (Release 25.2.1), introducing powerful new capabilities across its Asset Performance Management (APM) and Process Optimization (PO) offerings. The newest release builds on Cordant’s modular, AI-powered foundation to deliver deeper insights, faster decision-making and seamless cross-functional collaboration across energy and industrial operations.

Cordant™ enhances operational efficiency and enterprise-wide value realization by removing siloes, connecting data across domains to deliver a unified solution experience. By integrating advanced hybrid AI + physics analytics, simulation environments, and persona-based workspaces with improved governance and multilingual support, the release helps customers reduce risk, drive reliability and accelerate strategy execution across assets and processes.

“This release is a significant step forward in helping our energy and industrial customers unify their data, teams and insights,” said Aravind Yarlagadda, senior vice president of Industrial Solutions, Industrial & Energy Technology at Baker Hughes. “With Cordant 25.2.1, we are giving customers the tools to break down silos, reduce complexity, and optimize outcomes – whether they’re focused on asset health, process performance or strategic operations planning.”

Customer-centric enhancements in Cordant 25.2.1
The release includes major updates across several modules in the Cordant™ suite:

• Deeper AI-powered insights: Expanded hybrid AI + physics-based analytics deliver broader equipment coverage and predictive failure detection across turbines, compressors, pumps and more. A new AI Assistant for Work Management accelerates case resolution and boosts productivity.
• More intelligent asset performance management: Unified visibility and actionable insights across health and strategy domains, supported by seamless collaboration tools, role-based access and structured evidence tracking.
• Improved productivity: New persona-based workspaces and multilingual support in over 20 languages help reduce onboarding time and improve efficiency across global teams. An integrated, searchable user guide accelerates onboarding, reduces support requests, and ensures users can find help when they need it.
• Faster strategy execution: Collaborative modeling tools, component strategy management and “calculated criticality” prioritization enable faster, more impactful asset and defect management decisions
• Advanced process simulation and performance optimization: A redesigned simulation environment supports profile-based modeling and real-time collaborative workflows, improving accuracy, reducing costs, and increasing agility across process operations.
• Enhanced governance and support: Unified communications, real-time system transparency, AI-enabled work assistance and enhanced notification and access control tools improve user trust, case resolution speed and overall operational control.

Cordant™ is a modular, AI-enabled industrial enterprise solution that optimizes assets, processes, and energy use at scale. Acting as a digital thread across operations, Cordant™ automates decision-making, enhances reliability, and supports sustainability — elevating operational data from plant-level tools to strategic, enterprise-wide impact. 

With a 100-year heritage of energy innovation, Baker Hughes is integrating digital solutions such as Cordant™ with the company’s proven technologies to help customers achieve greater efficiency, extend asset life, and maximize returns. Learn more about the company’s end-to-end digital portfolio here.

About Baker Hughes
Baker Hughes (NASDAQ: BKR) is an energy technology company that provides solutions to energy and industrial customers worldwide. Built on a century of experience and conducting business in over 120 countries, our innovative technologies and services are taking energy forward – making it safer, cleaner and more efficient for people and the planet. Visit us at bakerhughes.com.

For more information, please contact:
Media relations
Kerry Davis
Kerry.Davis@BakerHughes.com
+44 7443 157 262

SWORDS, Ireland, September 24, 2025 /3BL/ – Trane Technologies (NYSE:TT), a global climate innovator, has been celebrated with a sweep of prestigious recognitions spotlighting its outstanding workplace culture and forward-thinking leadership. TIME, Fortune, Forbes, 3BL and Glassdoor have all named Trane Technologies among this year’s best companies and workplaces.

In just this month alone, Trane Technologies has been recognized in:

• TIME’s World’s Best Companies list for the third consecutive year
• Fortune’s list of the Best Workplaces in Manufacturing and Production for the second consecutive year
• Forbes’ inaugural list of America’s Best Employers for Company Culture 2025
• 3BL’s 100 Best Corporate Citizens list for the sixth consecutive year, and
• Glassdoor’s Best-Led Companies 2025

“At Trane Technologies, our culture has been a catalyst for our success,” said Dave Regnery, chair and CEO of Trane Technologies. “We know that an uplifting, inclusive culture empowers our people to innovate, collaborate, and deliver great results. When our employees feel supported and inspired, we unlock the potential to create value for our customers, our shareholders, our communities, and for the world.”

TIME’s list of the World’s Best Companies recognizes organizations with high employee satisfaction, strong growth, and transparency in their sustainability practices. Fortune’s Best Companies in Manufacturing and Production™ is based on analysis of survey responses from nearly 107,000 employees at Great Place To Work Certified™ companies in the manufacturing and production industry.

Forbes America’s Best Employers for Company Culture 2025 is determined through a comprehensive process that includes survey responses from current employees, industry feedback, evaluations from friends and family, and research conducted by the market research firm Statista. 3BL’s 100 Best Corporate Citizens evaluates Russell 1,000 companies on multiple factors, including climate change, employee relations, environment, governance and human rights. Glassdoor’s Best-Led Companies honors exceptional senior leadership teams that go above and beyond to redefine the employee experience.

These accolades are the latest in a series of honors awarded to Trane Technologies by TIME and Fortune. Earlier this year, the company was recognized on Fortune’s World’s Most Admired Companies list for the 13th consecutive year and ranked 20^th on TIME’s list of the World’s Most Sustainable Companies. Additionally, the company earned Great Place To Work® Certification™ in the United States for the fifth consecutive year.

Trane Technologies continues to lead the way in decarbonizing buildings, industry, and the cold chain by reducing energy consumption and carbon emissions both for its customers and within its own operations, all while consistently achieving outstanding business and sustainability performance.

The company has made substantial progress toward its 2030 Sustainability Commitments, notably reducing customer carbon emissions by 237 million metric tons since 2019. This achievement puts Trane Technologies on track to meet its Gigaton Challenge goal of reducing one gigaton (one billion metric tons) of customer carbon emissions by 2030.

# # #
 

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

This news release includes “forward-looking statements” within the meaning of securities laws, which are statements that are not historical facts, including statements that relate to our sustainability commitments and the impact of these commitments. These forward-looking statements are based on our current expectations and are subject to risks and uncertainties, which may cause actual results to differ materially from our current expectations. Factors that could cause such differences can be found in our Form 10-K for the year ended December 31, 2024, as well as our subsequent reports on Form 10-Q and other SEC filings. New risks and uncertainties arise from time to time, and it is impossible for us to predict these events or how they may affect the Company. We assume no obligation to update these forward-looking statements.

After a 16-hour flight, several hours of entertaining my three-year-old, and despite the jet-lag, I’m putting pen to paper on my reflections while my little one takes her afternoon nap. It feels like the right moment to reflect — because our Annual Meeting 2025 in Hong Kong was nothing short of extraordinary.

This was our biggest and best yet: over 700 attendees, 100+ speakers, and 33 sponsors came together under the theme “A Movement for All.” It was the first time our programming centered outright on two problem statements, including unpacking how to make responsible purchasing practices the norm and trouble-shooting more effective buyer-supplier engagement models. The energy in every room made it clear: this is a movement that’s only gaining momentum.

What stood out most this year was the engagement of manufacturers. Their presence and voice were felt across every stage, roundtable, and networking moment. It was noticed by everyone. And rightly so, because accelerating climate action and embedding responsible purchasing practices can only happen if manufacturers are at the center of the conversation.

The content and dialogue across the two days were outstanding. From urgent discussions on climate risks and adaptation, to bold ideas for rewiring buyer–supplier relationships, to practical steps on responsible purchasing practices, every session pushed us forward. The honesty from C-suite leaders (we also had more CEOs joining the event than ever before) was refreshing, the insights from practitioners were invaluable, and the collective sense of responsibility was inspiring.

Of course, none of this would have been possible without the remarkable effort of the Cascale team. From content planning to logistics, from sponsorship to media, from speaker support to production — you brought passion, professionalism, and determination at every step. I am deeply proud of what we accomplished together. So, thank you again for your collective efforts.

As I look back, here are a few personal takeaways from Hong Kong:

• Manufacturers stepped up. Their engagement and honesty shaped the dialogue in a way that felt fresh and much-needed.
• C-suite leaders didn’t hold back. The candid discussion on power dynamics and purchasing practices showed both the challenges and the pathways forward.
• Climate action and decent work are inseparable. Every conversation circled back to the fact that these aren’t parallel issues; they’re intertwined.
• Energy and appetite for solutions are strong. Despite political headwinds, the sense of urgency and collaboration was palpable.
• Our team raised the bar. From planning to execution, this was Cascale at its best, and I couldn’t be prouder.

This event has set a new bar. We broke records, built new connections, and sparked ideas that will shape our industry in the months and years ahead. And we’re not stopping here. We’re already excited for what’s next: the Cascale Annual Meeting 2026 in Greece.

Thank you to everyone who joined us in Hong Kong, in person and virtually. Together, we’re proving that sustainability is not just a goal, but a business imperative. And together, we are building a movement for all.

— Lee GreenVP, Marketing & Communications

Cummins

For nearly two years, Adam has brought a unique blend of discipline, leadership and heart to his role at Cummins. As part of the Health and Safety Center of Excellence, Adam oversees contractor safety on a global scale while ensuring compliance with health and safety regulations across Cummins sites in North America. Adam says, “the responsibility it carries is both significant and deeply rewarding.”

Before joining Cummins, Adam spent 22 years serving in the U.S. Marine Corps. His journey from a military career to the corporate world wasn’t just a career shift—it was a full transformation. “My previous ‘normal person’ job was at Blockbuster Video when I was 17,” he shares. “So transitioning was a scary time!”

In the Marines, Adam served as an Aviation Ordinance Officer, an expert in explosives and weapons safety. At Cummins, he now applies that deep safety experience to manufacturing and industrial environments. “I’m proud of how much I’ve grown. I used to make things go boom—now I focus on making things safe,” he says with a smile. “The military taught me to bloom where I’m planted, and that’s what I’ve tried to do here.”

Adam’s introduction to Cummins came through the Hiring Our Heroes internship program as he prepared to retire from the military. During the internship, he quickly noticed something special. “I met several Cummins employees who had been with the company for 15–20 years—even a few second-generation employees. That kind of loyalty doesn’t happen by accident,” he says. “Cummins shared the same values I’d come to know in the Marine Corps—integrity, leadership and commitment. That’s when I knew this was the place for me.”

Like many veterans, Adam found the transition to civilian life challenging—especially when it came to communication styles and decision-making processes. “I didn’t understand why emails started with ‘I hope you are doing well,’” he laughs. “I was used to direct, bottom-line communication.” He also had to adjust to a slower, more consensus-driven approach to decision-making, in contrast to the fast-paced, high-pressure nature of military operations. Fortunately, Adam didn’t have to navigate these changes alone. He was supported by strong mentors and supervisors at Cummins who provided weekly one-on-one meetings, clear expectations and the encouragement he needed to bridge the gap between military service and corporate success.

Adam is also a proud member of the Veterans Employee Resource Group (VERG) at Cummins. Encouraged by his first supervisor to get involved, he found a space full of understanding, support and inspiration. “Some of my favorite moments have been hearing from speakers like Lorrie Draude, Bianca Baldwin and the Bear Hug Cattle Company,” he says. “Their stories about life during and after military service really resonated with me.”

To veterans considering a career transition, Adam offers this advice:

“Don’t be afraid of the change. I could’ve transitioned into something similar to my military job, but I wanted something new. I’ve grown so much because of it.”

At Cummins, Adam continues to prove that the values and skills he developed in the military—mission focus, adaptability and leadership—are not only transferable but invaluable in the corporate world. His story is a reminder of what’s possible when organizations like Cummins open doors for veterans ready to write a new chapter.