Tag: 3BL

Since the age of seven, I’ve been playing video games and watching anime. My introduction at such a young age is thanks to my brother who showed me this virtual world. I wanted to be just like him, and so I watched him play video games and eventually it became an activity we shared together. Since then, I’ve never let go of this passion that unites us. One of my most cherished memories is from a childhood Christmas when I received my first home console, the Nintendo 64 Pikachu version. I still remember the joy I felt and the hours I spent playing in front of the TV. I didn’t know it at the time, but this gift would influence the trajectory of my life.

I have used nearly every gaming console to date. My interest in new games on the market has never wavered, allowing me to continuously develop knowledge on the different types of existing games such as RPGs (Role Playing Games), FPS (First Person Shooters), MMOs (Massively Multiplayer Games) or even sports simulation games like FIFA.

Developing International Friendships Through Gaming

Throughout my life, video games have served as a refuge, helping me escape from reality and pushing me to believe in myself. Many don’t have the opportunity to meet people from other parts of the world unless they can afford international travel. However, through gaming, I have been able to make friends, learn about other cultures and overcome my shyness from the comfort of my home.

Due to the global online network I faced when gaming, I decided to learn English as it was widely spoken by many of the friends I made online. So, I spent a lot of my free time watching movies and anime with English subtitles.

Through gaming I’ve learned a lot about myself and how to feel and process a range of emotions. Whether it is the hunger to win, the disappointment from losing; or the constant questioning of decisions and the team cohesion on how to accomplish a goal. Video games have allowed me to become aware of my strengths and weaknesses, and to be understanding towards others.

Turning A Passion Into A Career

I knew there was a market for online gamers and anime-lovers, which is what led me to create my Instagram account in September 2017.

My goal with this account is to influence and inspire my community through my content. I want to help my followers pursue their dreams without fearing people’s judgment, because in today’s society it’s easy to criticize. I hope future generations will never second guess themselves in a field they love and continue to follow their dreams. Be who you are, don’t try to be like someone else. Be authentic. And most importantly, fight for what you love to do.

The Challenges of Being a Woman in Gaming

As a woman in the video game industry, I strive to pave the way so other women feel comfortable pursuing their passions without fear or doubt. The challenge I face is earning the respect of the industry, as women are often underrepresented and face prejudice, sexism and other forms of discrimination. I struggle daily to prove that we deserve our place in this field.

The truth is, I have been harassed on social media and received hurtful comments for simply being a woman in this world. For a while, I took it to heart and allowed it to impact my health. However, I was able to get back up because of the support from my loved ones and the community of friends I built online.

How Tech Has Pushed My Passions

For me, technology is everywhere. I use it every day to communicate with my collaborators, subscribers and friends. I value being able to easily access information and having the entire world at my fingertips.

However, it’s important to note that technology has drastically advanced since receiving my Nintendo 64 nearly 25 years ago. The ongoing innovation behind technology has produced better graphics, increased interaction and created more immersive games, to name a few. This constant evolution opens the door to endless possibilities for gamers and anime fans alike.

My Legion 5 Pro allows me to successfully maintain and develop my channel broadcast when gaming on Twitch for hours. Without this technology, I wouldn’t be able to create and edit my content or share information with my subscribers. By working with Lenovo as one of its innovators, I can increase my efficiency and produce content that I didn’t have access to before – furthering my skills as a content creator.

To explore the world of a female video gamer, or just want to keep up with my #LenovoInnovators journey, follow me on Instagram @Playurdreams.

At Comcast, diversity, equity, and inclusion (DE&I) are core to who we are. From the people who power our teams, to the products we create, the stories we tell, and the groups we partner with – we work every day to foster a more inclusive workplace and ensure that all our teammates feel supported, embraced, and heard.

As part of this, we make it a point to come together annually across the organization for DE&I Day, a time to pause and reflect as an organization, celebrate our commitment to action, and be intentional about where we want to go.

On April 26, tens of thousands of teammates tuned in to our broadcast, either virtually or in-person at one of over 175 watch parties hosted at locations across the globe.

Our program not only included updates from executive leadership but also featured unique stories of teammates who are leading inclusively and helping to drive our efforts forward. We also engaged in a shared learning focused on helping us better understand social identities and dimensions of diversity.

As I reflect on the incredible day, three powerful messages have really resonated with me:

1. When we’re encouraged to be who we are, we do our best work.

A truly diverse, equitable, and inclusive workplace is one where everyone is welcomed and included as their authentic self. Our inclusive culture centers around empowering all teammates to feel valued and celebrated for their contributions and inspiring them to feel comfortable bringing their whole self to work.

We all bring a set of identities into the workplace, and learning how to understand our differences is key to bringing out the best in everyone. Taking time to understand the many social identities we all bring to the table and connecting through these differing backgrounds and perspectives allows us to collaborate, innovate, and ultimately, help foster a more inclusive workplace.

Here’s what authenticity in the workplace means for some of our teammates.

2. Our inclusive culture inspires teammates to give back to their communities.

While our commitment to diversity, equity, and inclusion starts at home, we’re deeply invested in the communities we serve and the small businesses that shape them.

From the incredible local businesses that we support through Comcast RISE, to the neighborhoods we help through our WiFi-enabled Lift Zones, and the investments we make to advance digital equity through Project UP, our team members embody our mission to help build a future of unlimited possibilities.

Through Team UP, our always-on volunteerism and employee engagement program, our teammates are giving back and making a meaningful difference in record numbers. This DE&I Day, we asked employees to Team UP by participating in Letters to UP Lift, a companywide volunteer letter writing project aimed to inspire high school students to be their authentic self.

3. Continuous learning is key to ongoing progress.

While we’ve come a long way on our DE&I journey, our work is not done. And it’s so important to take the lessons learned and apply them to our everyday lives. This summer, teammates will participate in a learning challenge that will build on the concepts shared this DE&I Day.

Continuous learning, both as an individual and as an organization, is all about being open-minded, asking questions, and caring for each other. It’s a simple concept of listening, valuing feedback and insights, and acting on them – there is always more to learn.

We are one team, and with a shared growth mindset and commitment to continuous learning – we can do amazing things together!

I’m looking forward to seeing the lasting impact of this year’s DE&I Day throughout our organization and how inspiring authenticity in the workplace will shape Comcast for years to come.

Loren Hudson is Senior Vice President and Chief Diversity Officer for Comcast Cable.

DAVIDSON, N.C., June 28, 2023 /3BL/ – Trane® – by Trane Technologies (NYSE: TT), a global climate innovator, and Santikos Entertainment announce that the theater has achieved an annual 30% energy savings as a result of comprehensive energy and infrastructure upgrades on six Santikos theaters in the San Antonio area.

The annual savings involve 3,800,000 kWh in electricity. Using the EPA’s Greenhouse Gas Equivalency Calculator to convert to carbon metrics, this is equivalent to the annual energy consumption of approximately 340 households. The impact of these improvements can be felt year round, even during the peak summer season of 100+ degree temperatures and extreme humidity. Santikos guests enjoy a comfortable indoor environment, with more closely controlled temperatures and better indoor environmental quality (IEQ) from well-ventilated air and consistent humidity, while keeping costs low.

“We are excited to welcome people back to the theaters and provide a comfortable viewing environment,” said Andrew Brooks, Santikos Entertainment. “Working with Trane, we were able to enhance the experience in our theaters: it’s the sound you hear, the movie you watch, the popcorn you eat and the air you breathe–all of it’s important to us. To deliver on our promise while reducing energy consumption is especially impactful.”

To meet Santikos’ needs and high standards across a range of IEQ measures, including thermal comfort, air quality and acoustics, the new Trane HVAC equipment features advanced ventilation and filtration, and a web-based building management system that can be adjusted in real time from a central location to optimize efficiency and adapt to changing needs posed by the sub-tropical climate and the dramatic changes in theater occupancy throughout the day.

“We are honored to collaborate with Santikos Entertainment to help make the San Antonio area a better place,” said Jared Lambert, account manager, Trane. “Their commitment to the community is only equaled by their commitment to guest comfort. We are proud to support both with highly efficient solutions that help create a better indoor environment while reducing energy use, all of which will benefit the community for years to come.”

In addition to maintaining steady temperature and humidity levels, the Trane system features variable speed technology which eliminates the noise created when traditional equipment switches on and off to maintain temperature. This is especially beneficial in movie theaters where sound is as important as comfort in the overall guest experience.

Trane presented Santikos Entertainment with an Indoor Environment Quality Award for implementing three of the essential elements of IEQ in its theaters, including indoor air quality, thermal comfort, and acoustics.

“The Trane Indoor Environment Quality award seal symbolizes the importance we place on the customer experience and the spirit of collaboration, solutions, and responsiveness of our Trane team to help us deliver on that promise,” said Brooks.

# # #

About Santikos Entertainment 
For over 100 years, Santikos Entertainment has been dedicated to creating extraordinary experiences for moviegoers of all ages. As a premier entertainment company, we have delighted audiences since our founding in 1911. With state-of-the-art theaters, luxurious amenities, and a commitment to exceptional customer service, we strive to provide the ultimate cinematic journey. From the latest blockbusters to independent films, our theaters offer diverse screenings to cater to every taste. But we’re not just about movies – we also host special events, private screenings, and corporate gatherings, ensuring unforgettable moments for our guests. Beyond our commitment to entertainment, Santikos is deeply rooted in our community. We actively support local charities, education initiatives, and other philanthropic endeavors by donating over 80 million dollars since 2015 through the San Antonio Area Foundation. Join us as we continue to redefine the movie-going experience and bring the magic of the big screen to life. Visit Santikos.com for more info.

About Trane 
Trane – by Trane Technologies (NYSE: TT), a global climate innovator – creates comfortable, energy efficient indoor environments for commercial and residential applications. For more information, please visit www.trane.com or www.tranetechnologies.com.

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.

Clorox’s ESG goals are integrated into our IGNITE strategy because we believe they drive growth and create positive value for our brands, people and communities. We’ve focused on where we can make the biggest impact — Clean World, Healthy Lives and Thriving Communities — and have 20 public-facing ESG goals in these areas. Through this “Steps to … ” series, we’re sharing how we’re making progress every day against the goals and showcasing the people who are making it all possible. This month we talk to Shanique Bonelli-Moore, chief diversity and social impact officer, about our goal around inclusion.

People talk a lot about diversity, but why does inclusion matter?

Let me start by sharing that at Clorox we have a multidimensional approach we call IDEA. Along with inclusion, we also focus on diversity, equity and allyship. When we can tackle challenges in a holistic way, we can unlock positive impact for our people, business and community.

Inclusion is the crucial foundation for all other aspects of our IDEA strategy. That’s why we lead with the “I” before anything else. After all, how can you attract and build a diverse talent community without first having a culture that supports and respects individuals’ unique differences? We can live our purpose and drive growth better when we have an inclusive workplace where every person feels respected, valued and fully able to participate in our community.

How do you measure if Clorox has an inclusive culture?

The primary way we measure and track inclusion is through our Clorox experience survey. As part of this annual survey, we get our teammates’ perceptions of how inclusive their experience is at Clorox — from their manager, to their teams, to their leaders, to our overall culture. We ask them to assess to what degree they believe that all employees have the opportunity to be successful, regardless of diversity characteristics; if teams openly discuss differing opinions in reaching decisions; if managers and senior leadership visibly champion diverse perspectives as a key to Clorox’s business success; and if they are able to be their authentic selves at work.

Working with a third party, we then calculate our inclusion index score, take input from other listening forums, and benchmark our findings against prior years and the broader industry. We are transparent about our results, sharing key findings with teammates and then acting on areas of opportunity.

How is Clorox tracking? Are there any opportunities to improve?

We measure ourselves by looking at change over time and external benchmarks as well as the strength of the absolute scores. Like all surveys, results fluctuate year over year as they’re impacted by internal and external events and pressures that, in turn, impact teammates’ perceptions and expectations.

Some takeaways:

There are opportunities for improvement but also areas where we’re gaining traction. For example, women have historically scored above our overall company average while People of Color score below.People have expressed a desire for more access to and transparency around career development processes. We’ve acted on this feedback by rolling out internal job postings so all teammates can have greater visibility of and access to career opportunities, and we’ll continue to do more.Teammates are in very different places along the IDEA journey. There is not one right answer that will satisfy all people, but we are committed to continuing to build an inclusive culture.

The work of IDEA is never done. We won’t reach a goal and walk away. This work requires a continual push to maintain inclusive momentum and get better as people and as a company.

How does Clorox foster a culture of inclusion?

We have a number of programs and initiatives to promote a culture of inclusion. Let me share some:

Our 14 employee resource groups play a big role in fostering an inclusive culture, creating communities around shared identities and their allies to connect, grow and make an impact. They do amazing programming to bring people together to celebrate, engage and educate as well as to talk about intersectionality that helps create a strong sense of belonging and connectedness among all participants.We know managers have an outsized impact on creating an inclusive culture. Recently senior Clorox leaders participated in inclusive leadership trainings. We got great feedback, and, as a result, we’re rolling it out to all people managers this spring and companywide over the next year. We also working to provide dedicated IDEA-related trainings through our new manager development initiative.We conduct experiential trainings like Breaking Bias that help people recognize and minimize bias to avoid roadblocks. We also host open, candid discussions around topical issues such as environmental justice and allyship through our “Cups of Understanding” meeting series and “What’s the DiversiTea?” podcast.I’m proud that Clorox also focuses on allyship. While inclusion is the act of valuing someone’s idea or contribution, allyship is an evolution of inclusion into action. It’s all about taking an active role in decentering yourself to make space for and to center others.

What are some ways anyone can help create an inclusive culture?

It could be as simple as giving someone praise, adding your pronouns to your email signature, asking for someone’s opinion who you normally wouldn’t ask or just listening more. The work around inclusion is especially impactful when done by local teams and managers, with learnings practiced daily.

Our ESG commitment is driven by our purpose to champion people to be well and thrive every single day. Learn more about our ESG goals here. Want to make a positive impact on the world? Learn about Clorox careers here.

Originally published by TriplePundit

Rice is the most commonly eaten food in the world, but conventional rice production has a hefty environmental impact. Growing rice is incredibly water-intensive, and flooded fields are ideal growing conditions for methane-emitting bacteria.

For Jim Whitaker, proprietor of Whitaker Farms and a fifth-generation Arkansas rice farmer, the environmental challenges of conventional rice production were also economic concerns. “I grew up farming,” Whitaker said. “My dad struggled through a historic drought in the ‘80s. I remember coming home on my dad’s birthday, and he had gotten a foreclosure letter from the bank and was going to lose the farm. I was 16 years old, and I could not get that out of my brain.”

When Whitaker and his brother Sam started farming, they began again from scratch with a new plot of land and a loan from the U.S. Farm Service Agency. “We had a beginning farmer FSA loan and the worst piece of ground, but we knew that we had to adapt and change. Doing things the old way was not going to work,” he said.

The brothers decided to add irrigation to their land and level it off, which vastly improves water efficiency and reduces methane emissions. “We got lucky out of the gate,” Whitaker remembered. With a good crop and some income, they were able to further develop their land and rent another farm, which they also leveled.

“We went zero-grade and leveled the rice field completely flat. At the time, it is the gold standard for water conservation and greenhouse gas emissions reduction,” Whitaker explained. Over time, the brothers acquired more and more farmland and transitioned it to regenerative and water-smart practices — growing their operation from 90 acres in 1993 to as many as 9,000 acres today.

Scaling up sustainable rice production 

In 2010, Whitaker attended the Rice Leadership Development Program, where he met a rice buyer for Mars, Incorporated. “We became great friends, and that started the journey of Whitaker Farms growing rice for the Ben’s Original brand,” Whitaker said. Today, Whitaker Farms produces over a third of the rice that Mars uses in Ben’s Original Ready-to-Heat pouches in the U.S. and Canada.

Whitaker Farms has also built up its sustainable rice practices over the years and now uses water sensors to monitor in field water levels. This allows them to conserve water through precision irrigation, providing water to fields at just the right times and in just the right amounts, and maximize yield at the same time.

Whitaker also uses a third-party verifier to track and monitor greenhouse gas emissions. The farm specializes in a technique called “alternate wetting and drying,” which means they allow rice fields to dry out before irrigating, a method which is making major waves in an industry that has long relied on perpetually flooded fields.

The wetting and drying method not only saves water and emissions, but it also has financial benefits: By adopting these methods, Whitaker Farms has been able to reduce their fertilizer input by 20 percent and irrigation by 50 percent. They have even been able to sell carbon credits to other companies for reducing emissions through regenerative practices.

A longstanding supplier relationship opens doors for sustainable rice practices 

Whitaker said the relationship with Mars is critical to the farm’s sustainable rice success story. “Rice is a unique market,” he told us. “It is highly controlled globally, and there isn’t a mechanism that allows farmers to trade in the market in the U.S. Our contract with Mars is a good relationship, because it gives me the ability to plan. I know how many acres to work and the budget to work within.”

Mars is committed to sourcing 100 percent of its rice from farmers working toward more sustainable and climate-smart rice production practices, aimed at reducing GHG emissions, reducing unsustainable water use and increasing profitability for farmers. Mars is also a member of the Sustainable Rice Platform (SRP), a global alliance dedicated to helping small farmers grow rice sustainably and increase their resilience to climate change.

Mars is the first company in the consumer goods industry to commit to sourcing 100 percent of its rice from farmers working toward the SRP. It’s also helping other farmers learn about the environmental and economic benefits of wetting and drying rice production.

“We don’t have a lot of choice as farmers,” Whitaker said. “The equipment is getting bigger and more expensive every year. As the farms get bigger, underserved farmers are getting left behind. There is a huge opportunity for the government to provide tax incentives to retiring farmers to transition their farms to new, historically underserved farmers, through a transition period and an apprenticeship. Historically underserved farmers can’t get into regenerative agriculture if they can’t make ends meet. We need to meet them where they are.”

Kristen Campos, VP of corporate affairs at Mars Food North America, said the company is eager to keep this conversation going. “Ben’s Original mission to create opportunities that give everyone a seat at the table,” she said. “So we are looking at different ways and pursuing partnerships to support underserved farmers and bring more people into the farming profession.”

A slow but steady move toward sustainable rice production

Whitaker reflected on his early career, noting that the buzzwords he heard around sustainability planted a seed in his mind. “I could sense the industry was moving in this direction and there was a demand for it,” he said. “People want to do business with folks who are doing the right thing.”

He now realizes that doing the right thing was good for his land as well as his business. Whitaker Farms uses 50 percent less water than the mid-South average and emits 50 percent less methane through alternate wetting and drying, compared to farms of equivalent size using flooding methods. The farm also has 20 percent higher land use efficiency, with yields 20 percent higher than the average for the area.

But Whitaker doesn’t want to stop at the environmental and economic impacts. “From a social standpoint, we are trying to make farming halfway fun,” he said. “It wasn’t fun when I grew up. Nobody aspired to be a farmer.” He now strives to make his farm a place where people want to work and foster a more creative and inviting agricultural industry that will attract “sharp young people” looking for a career.

“We hope to train other farmers, and we want to make a difference in their operations,” he concluded. “When it comes to regenerative or climate-smart practices, well, folks need to realize that farmers only get one chance a year to make a mistake. If we plant the wrong variety or put out the wrong fertilizer, we mess up the crop. So, these practices can be scary if they’ve never done it. If we can help people use less water and farm a few more acres economically, then perhaps there is a social benefit to that.”

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

Image courtesy of Mars Incorporated 

Originally published on Built From Scratch

“There are few things in life that bring a greater sense of satisfaction and purpose than the act of giving,” says Arthur Blank, Home Depot cofounder, in his book Good Company.

To that end, giving back has always been a core part of The Home Depot’s culture.

Team Depot was created in 1993 as a way of organizing associates who were eager to volunteer in their communities. Not only did associates jump in to help following Hurricane Andrew the year before, but they were giving back to their communities for years. The Home Depot’s associates are an integral part of the communities they serve.

For 30 years, Team Depot associates have worked side by side with non-profit partners around the United States. In addition to remodeling and landscaping projects, other early Team Depot focus areas were spending time with the elderly and participating in activities with at-risk youth. Today, together with The Home Depot Foundation, Team Depot improves the homes and lives of veterans and helps communities impacted by natural disasters. Associates in Canada and Mexico also participate in Team Depot community projects.

Retiree Nancy Bussan spent 22 years at the store in Mt. Prospect, Illinois, and was her store’s first Team Depot captain. One of her favorite memories is when her store renovated a playground at a nearby apartment complex. “Being a captain was a lot of work, but the projects helped our store do good for the community,” Bussan recalls. Team Depot impacted Nancy’s family, too. “My kids helped with several projects when they were teenagers, and we are so proud of how they turned out as adults, often helping their neighbors with projects or whatever they need.”

“There is one constant with Team Depot: Our associates have always been eager and willing to step up in times of need.”
– Mike Cartozzo

Customer Service Training Manager Mike Cartozzo has participated in Team Depot projects throughout his 31-year career at The Home Depot. “While the specific projects and organizational partnerships might change over the years,” he reflects, “there is one constant with Team Depot: our associates have always been eager and willing to step up in times of need. They give back to our communities and customers outside of our stores, often when they themselves have been impacted. I can’t think of a better way to bring our values to life.”

View highlights from 30 years of Team Depot here.

Keep up with all the latest Home Depot news! Subscribe to our bi-weekly news update and get the top Built from Scratch stories delivered straight to your inbox. 
 

Originally published in GoDaddy’s 2022 Sustainability Report

Corporate Governance

We’re committed to generating value and earning trust.

To execute our strategy, generate long-term value and earn and maintain the trust of our stakeholders, it’s essential that we cultivate and uphold robust corporate governance practices. Through our corporate governance framework, we’ve built a strong foundation for effective oversight and management accountability.

Our Board of Directors

Our business is managed under the direction of the GoDaddy Board of Directors. Our Board is actively involved in the oversight of strategy and risk, and its members serve as valuable resources for our leadership team. Our Board has adopted thoughtful Corporate Governance Guidelines that set forth the qualifications and responsibilities of our directors and director candidates. The guidelines also outline the Board and committee self-assessment program, provide limits on other Board service for our directors, and require that our directors hold meaningful equity ownership positions pursuant to our robust stock ownership guidelines, which apply to our directors and executive officers. For additional information, please reference our Corporate Governance Guidelines.

Our Board of Directors and the Nominating and Governance Committee actively seek candidates who reflect the diversity seen among both our employees and our customers. The Nominating and Governance Committee reviews diversity — whether that’s in terms of ethnicity, gender, skills or experience — when building our succession pipeline or searching for new director candidates. Our Board believes that diversity is an essential component of fostering comprehensive, balanced and thoughtful decisions to help drive GoDaddy forward.

In September 2022, Chuck Robel resigned from his role as Chair of the Board and from the Audit and Finance Committee. He will retire at the 2023 Annual Meeting of Stockholders. The Board appointed Brian Sharples as Chair of the Board effective September 30, 2022.

In January 2023, the Board also announced the appointment of Srinivas Tallapragada and Sigal Zarmi as new independent directors.

The data below reflects the independence, tenure, gender, and racial and ethnic diversity of the members of our Board following GoDaddy’s 2023 Annual Meeting.

Tenure:

50% < 4 years25% 4-6 years25% > 6 years

Diversity

75% Ethnically or Racially Diverse and/or Female

Independence

87.5% Independent Directors12.5% Non Independent Directors

Oversight of Risk and ESG Topics

Oversight of risk management is a key function of our Board of Directors, which oversees the formation of long-term strategic, financial and organizational goals for GoDaddy. Oversight extends to plans designed to achieve such goals, as well as the management of strategic, legal, regulatory, financial and operational risks.

To perform these functions more effectively and efficiently, the Board has delegated key responsibilities to its standing committees. Each committee reports back to the Board at least quarterly on topics reviewed by the committees at their respective meetings.

The key oversight responsibilities of each committee include:

The Audit and Finance Committee reviews major financial risk exposures and mitigation strategies, data privacy and cybersecurity risk management, enterprise risk management and other compliance risk programsThe Compensation and Human Capital Committee maintains oversight of executive compensation and human capital management mattersThe Nominating and Governance Committee retains oversight of sustainability strategies, programs and practices, and the related disclosures

For more information on the responsibilities of our Board and committees, including with respect to risk oversight, please see our Corporate Governance Guidelines, our committee charters and our Proxy Statement on our Governance web page.

About This Report 
Unless otherwise noted, the GoDaddy 2022 Sustainability Report outlines our environmental, social and governance (ESG) strategies, activities, progress, metrics and performance for the fiscal year that ended on December 31, 2022. This report references the Global Reporting Initiative (GRI) Standards and includes select Sustainability Accounting Standards Board (SASB) Standards metrics for the Internet Media and Services sector.

GoDaddy is committed to regular, transparent communication about our sustainability progress, and to that end, we will share updates on an ongoing basis through our website and will continue to publish an annual Sustainability Report.

To learn more, please read our 2022 Sustainability Report.

Originally published on bloomberg.com

Mental health struggles are more common than we think. In Asia Pacific (including Oceania), it is estimated that between 4 and 20 percent of the adult population have a diagnosable mental health condition. Yet, this remains a taboo topic that’s seldom discussed among family, friends and colleagues. Indeed, 45 percent of APAC employees say that they do not tell anyone in the workplace about their mental health issues.

In Asia, where collectivism and the goal of the group are highly valued, mental illness is often viewed as a sign of weakness, a mark of shame and a threat to social standing – for both one’s self and their family. As such, those who experience mental health issues might refrain from seeking professional help to “save face” – a sociological concept that refers to one’s reputation and dignity. In Singapore, for instance, over 86 percent of employees say they wouldn’t seek help for a mental health condition due to the stigma surrounding the topic. Treatment options are sorely lacking in the region – research shows that there is fewer than one psychiatrist per 100,000 people in upper-middle-income APAC countries.

“Many of our colleagues in APAC have been raised to believe that mental health is something to keep hidden and secret. This leads to it being very difficult for many to engage in the topic and seek support when it’s needed,” notes Alisha Fernando, Head of Diversity and Inclusion (APAC) at Bloomberg.

However, mental health should be a key consideration in the workplace – especially in APAC, where more than a quarter of employees report symptoms of depression and anxiety. And there is a strong business case for addressing mental health issues in the workplace. After all, employers have a duty of care toward their staff Moreover, happy, healthy employees make for a productive workforce, which improves both morale and the bottom line. The World Health Organization estimates that for every US$1 invested in the treatment and support of mental health disorders, there is a return of US$4 in improved health and productivity.

“To perform at our best and contribute positively to the firm’s success, it’s important for all of us to be mentally well,” Alisha says. “Focusing on employee mental wellbeing helps facilitate greater psychological and emotional safety in the workplace, which in turn contributes to an inclusive environment where everyone has the opportunity to thrive.”

At Bloomberg, we are committed to supporting mental health in the workplace. Globally, we run an Employee Assistance Program, which offers staff short-term, confidential counseling and referral services for issues ranging from financial concerns to relationship issues. We also offer a range of courses: for instance, managers are taught how to initiate conversations about mental health with their team, while employees have access to webinars on topics such as stress and resilience. In addition, employees can express their interest in becoming a mental health first aider and receive formal training, where they will learn how to spot symptoms of mental illness and strategies for reaching out to affected individuals.

Attitudes toward mental health differ among cultures and societies, and we strive to provide support tailored to each unique context. Clearly in APAC, addressing the taboo is the first step to greater understanding and acceptance. To this end, Bloomberg is spearheading the “This is Me” campaign with our Corporate Philanthropy partner Community Business, in a bid to destigmatize mental health issues in APAC.

First launched in 2014 by Barclays in the UK and now led by the Lord Mayor’s Appeal in London, “This is Me” aims to normalize conversations about mental health in the workplace through the sharing of personal stories and lived experiences.

“Through this campaign, we’re hoping to facilitate open, vulnerable and honest discussions about mental health. We want to provide a means for colleagues to have similar conversations with friends, family and peers, as well as promote further understanding of the mental health resources and support Bloomberg has to offer,” Alisha says. “We’re all at our best when everyone is at theirs, and we can only do that if we stand in solidarity and break the cultural stigma attached to mental health.”

Learn more Bloomberg’s approach to diversity and inclusion and how it’s central to our success here.

Identifying ESG Reporting Topics

PotlatchDeltic conducts a materiality assessment every two years to identify the ESG topics deemed to be priorities to a broad range of internal and external stakeholders.

ESG PRIORITIES ASSESSMENT

The ESG priorities assessment encourages stakeholder dialogue regarding our corporate responsibility strategy and reporting. The results of the assessment focus attention and transparency on the most important ESG topics, inform management of ESG issues, and assist with our ongoing alignment with UN Sustainable Development Goals (UN SDGs), Global Reporting Initiative, and other reporting frameworks. Our most recent materiality assessment was completed in 2022. 

Our process for the ESG priorities assessment began with the identification of a range of potential issues, followed by selected internal interviews to narrow the issues into topics. We then engaged with a broad range of internal and external stakeholders to identify the importance of each topic. The final phase consisted of interviews and analysis with members of the management team to prioritize the importance of each topic to PotlatchDeltic’s business success. The results were plotted on an ESG Materiality Assessment matrix which was then reviewed and approved by the ESG Working Group and ESG Management Group.

Several topics were identified as “priority,” both in importance to stakeholders and in importance to our business success. These priorities align with our core UN SDGs. The topics Best Forest Management Practices and Sustainable Forest Management directly support our work towards UN SDG 15 – Life on Land, which is further supported by our efforts in Biodiversity and Conservation. Safety and Wellness, Economic Performance, and Economic Contribution align with our initiatives supporting UN SDG 8 – Decent Work and Economic Growth. Direct Environmental Impacts are a key component of our work toward UN SDG 12 – Responsible Consumption and Production. Several other topics deemed “significant” also run parallel with our core or supported UN SDGs. Climate Change and Natural Climate Solution Strategies reflect the work we are doing in support of UN SDG 13 – Climate Action. Government Relations and Public Advocacy, combined with the support of our associations, are key to our work in UN SDG 17 – Partnerships for the Goals. The additional UN SDGs we support are reflected in many of the other topics that are important to both stakeholders and to our business success.

Note: The term “materiality” in this context is intended to reflect priority ESG issues and does not carry the same meaning as it does under applicable securities and other laws.

View the full PotlatchDeltic 2022 ESG Report here. 

BELLEVUE, Wash. June 28, 2023 /3BL/ – What’s the news: The City of Bellevue and T-Mobile have teamed up to help make roads safer by providing early warnings and notifications for potentially dangerous road interactions.

Why it matters: In 2022, there were nearly 43,000 traffic related casualties in the United States. Network-based Cellular Vehicle-to-Everything (C-V2X) and 5G are promising technologies in helping to reduce the number of traffic related deaths.

Who it’s for: Any municipality, connected vehicle manufacturer, or intelligent transportation system provider looking to improve safety and well-being on public roadways.

Today, the City of Bellevue, recognized as one of the top cities in the nation for digital innovation, and T-Mobile (NASDAQ: TMUS) announced the launch of a joint project that uses network-based Cellular Vehicle-to-Everything (C-V2X) technology and T-Mobile 5G to provide near real-time communications between cars, traffic infrastructure and vulnerable road users ― including pedestrians and cyclists.

This is all in support of Bellevue’s Vision Zero initiative, which aims to eliminate road-related fatalities and serious injuries by 2030. To help achieve this goal, T-Mobile will provide cellular connectivity, C-V2X equipment, Internet of Things (IoT) solutions, technical integration and end-to-end testing. The City of Bellevue will utilize these assets to implement and evaluate various C-V2X use cases designed to detect and protect individuals on the road.

The project will leverage T-Mobile’s award-winning 5G network to establish reliable and low-latency connections, enabling vehicles and traffic infrastructure to exchange information and notifications about pedestrians and cyclists in near real-time ― even in situations that are beyond visual line of sight. The City of Bellevue and T-Mobile will also make a mobile app available for Bellevue road users to download. This app will provide drivers with early visual and audible warnings about potentially harmful road interactions, contributing to increased safety and awareness on the road. At launch, C-V2X will be used in scenarios involving reduced speed zones, school zone flashing beacons, mid-block pedestrian crossings and signalized intersections.

“We are continually looking for ways technology can improve the daily lives of our Bellevue residents, workers and visitors,” said Bellevue Mayor Lynne Robinson. “Moving people safely from place to place using intelligent transportation systems is critical as we work toward achieving our ultimate goal of zero deaths and serious injuries on city streets. T-Mobile has been a valuable partner for the Bellevue community, helping us push the possibilities. We’re thrilled to roll out this C-V2X technology pilot and to continue making strides in safety for all users.”

“We are in a fortunate position that empowers us to help make cities safer, starting right within our own community,” said John Saw, EVP and Chief Technology Officer, T-Mobile. “With our advanced network technology, valuable intellectual property and strong partner ecosystem, we have the extraordinary capacity to enhance the safety and well-being of our fellow citizens. And our vision extends beyond Bellevue as we aspire to positively impact our country and contribute to a safer world.”

Moreover, as a testament to this proactive endeavor, T-Mobile embraces and supports the U.S. Department of Transportation National Roadway Safety Strategy Allies in Action campaign in partnership with the City of Bellevue. This collaborative effort showcases a shared commitment to bridging public and private sectors to help reduce fatalities and severe injuries on America’s roadways.

These C-V2X solutions and early prototyping were developed at T-Mobile’s innovation center, the 5G Hub, located in Bellevue’s Spring District. It’s here that T-Mobile works with partners and developers to create new solutions leveraging the latest in wireless technologies.

T-Mobile is the leader in 5G, delivering the country’s largest, fastest and most awarded 5G network. The Un-carrier’s 5G network covers 326 million people across 2 million square miles – more than AT&T and Verizon combined. 275 million people nationwide are covered by T-Mobile’s super-fast Ultra Capacity 5G, and the Un-carrier plans to reach 300 million people with Ultra Capacity – nearly everyone in the country – this year.

For details about the City of Bellevue’s Vision Zero plan, visit: BellevueWA.gov/visionzero

To learn more about T-Mobile’s network, visit: https://www.t-mobile.com/coverage/4g-lte-5g-networks

For more information on T-Mobile IoT, visit: https://www.t-mobile.com/business/solutions/iot

Follow the City of Bellevue’s Transportation Department on Twitter @BvueTrans

Follow T-Mobile’s Official Twitter Newsroom @TMobileNews to stay up to date with the latest company news.

About City of Bellevue

Known as a “City in a Park” with nearly 100 parks and a vast network of trails and greenbelts, Bellevue is the fifth largest city in Washington state. The Eastside city spans 33.5 square miles, from Lake Washington to Lake Sammamish. As part of the Innovation Triangle, Bellevue is the high-tech and retail center with a downtown skyline of gleaming high-rises, a diverse population of approximately 145,000 and schools that are consistently rated among the best in the country. To learn more about why Bellevue is the city where you want to be, visit BellevueWA.gov.

About T-Mobile US, Inc.

T-Mobile US, Inc. (NASDAQ: TMUS) is America’s supercharged Un-carrier, delivering an advanced 4G LTE and transformative nationwide 5G network that will offer reliable connectivity for all. T-Mobile’s customers benefit from its unmatched combination of value and quality, unwavering obsession with offering them the best possible service experience and undisputable drive for disruption that creates competition and innovation in wireless and beyond. Based in Bellevue, Wash., T-Mobile provides services through its subsidiaries and operates its flagship brands, T-Mobile and Metro by T-Mobile. For more information, visit: www.t-mobile.com.