Tag: 3BL

• Cordant™ 26.1 brings together asset strategy, health insights and AI‑driven risk intelligence to reduce unplanned downtime and support faster, higher‑value decisions
• Expanded platform capabilities deliver greater usability, global flexibility and scalability
• Strong demand across energy and industrial sectors resulted in a 20% increase in software orders in 2025

FLORENCE, Italy February 26, 2026 /3BL/ – Baker Hughes, an energy technology company, announced the latest release of Cordant™ (Release 26.1) industrial software, featuring expanded capabilities to help customers improve operational reliability, enhance performance consistency, and support sustainability initiatives. Cordant™ 26.1 enhances energy and industrial operators’ enterprise-wide visibility across assets, delivering improved access to decision-grade data, and empowering a broader range of users through an increasingly open, composable and scalable platform architecture. The announcement was made at the 2026 Baker Hughes Annual Meeting in Florence.

“Energy and industrial operators are being asked to deliver more, with greater speed, precision and accountability,” said Aravind Yarlagadda, senior vice president of Industrial Solutions, Industrial & Energy Technology at Baker Hughes. “This release advances Cordant’s ability to connect asset insights, risk and operations data in a single environment, designed to reduce unplanned downtime, prioritize capital more effectively, and improve day-to-day operational performance across complex assets.”

Expanding Asset Performance Management for Greater Reliability and Risk Visibility 
This release strengthens reliability and risk visibility by integrating asset strategy, integrity and health insights into a unified workflow. Updates include enhanced Failure Mode Analytics, waveform analysis and KPI drilldowns. These now connect directly to risk modelling, capital planning and integrity workflows, enabling teams to quantify asset risk more clearly and align on actions that reduce downtime. New AI-enabled capabilities, such as failure mode mapping between domains and automated risk alignment, aims to cut manual effort and help organizations drive consistent long-term asset strategies.

Process Optimization designed to Maximize Efficiency and Margin 
Cordant™ Process Optimization introduces a flexible objective function that enables operators to evaluate multiple operational scenarios, whether maximizing production, reducing energy use or optimizing both. Real-time, context-aware recommendations provide users with clear pathways to impact throughput, efficiency, and margin performance. These enhancements support customers in navigating increasingly dynamic market and operational environments, while embedding sustainability into process decisions. Outcomes depend on site conditions, configurations and user choices.

Enabling Sustainability at Scale
A new integration between Baker Hughes Energy & Emissions Management (EEM) and Cordant™ FastLCA, helps customers centralize emissions and energy data across assets and sites. This unified view can help operators identify hotspots, optimize energy use, and prioritize decarbonization actions based on consistent, auditable methodologies. By embedding trusted lifecycle data into day-to-day operations, Cordant™ supports compliance efforts and advances customers’ sustainability goals without adding complexity for users.

Enhancing Usability, Security and Global Flexibility
Foundational platform updates improve usability, adaptability, and enterprise readiness across all Cordant™ applications. Multi-language support, notifications, self-guided walkthroughs, and customizable reporting tools support faster onboarding and broader coverage across diverse roles and regions.

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

With the ten year anniversary of the Winter Youth Olympic Games (YOG) Lillehammer 2016 approaching on 12 February, the edition stands as a model of how an existing Olympic legacy can be adapted to serve a new generation.

International Olympic Committee news

Key facts

• Lillehammer 2016 relied entirely on an existing Olympic venue network, limiting new construction and reducing environmental impact.
• These were the first YOG to achieve ISO 20121 certification for sustainable event management.
• The Youth Olympic Village was designed for conversion, and now operates as fully occupied student housing with 360 apartments.

Leveraging the venues and expertise of the Lillehammer 1994 Olympic Winter Games, the 2016 organisers delivered a YOG edition centred on high-level sport, education and leadership development — while embedding sustainability and long-term use into planning and delivery.

A decade on, that approach continues to deliver impact across sport, communities and international cooperation.

^{© IOC/Arnaud Meylan}

A legacy rooted in 1994

The Lillehammer 1994 Olympic Winter Games remain a benchmark for sustainable Games delivery, with venues planned for long-term use and strong reliance on public transport.

More than two decades later – at the time of the Lillehammer 2016 Winter YOG – those venues were still active and regularly upgraded through sport and community use. By 2018, they had hosted 32 World and European Championships, 129 World Cups and 161 national competitions – demonstrating sustained relevance well beyond Games time.

Passing the baton in 2016

Lillehammer 2016 translated this continuity into a Youth Olympic model designed for the next generation.

Competitions were staged across Lillehammer, Hamar, Gjøvik, Øyer and Oslo, combining established venues with regional flexibility and a focus on lasting local benefit. The Games advanced the region’s sustainability approach, becoming the first YOG edition certified to ISO 20121 sustainable event standards.

^{© Youth Information Service (YIS)/IOC}

The sports programme introduced several YOG debuts, including cross-country cross, snowboard cross, ski slopestyle, biathlon super sprint and monobob. Lillehammer 2016 also launched Coaches’ Corner, offering workshops for coaches and support staff, and including early experimentation with virtual reality as a learning tool.

^{© Youth Information Service (YIS)/IOC}

The Games provided an early international stage for athletes who have since progressed to senior Olympic and World Cup success, including Marius Lindvik, Kajsa Vickhoff Lie, Anne Odine Strøm and Birk Ruud. That progression is also visible at Milano Cortina 2026, where French biathlete Lou Jeanmonnot, who competed at Lillehammer 2016, has since gone on to win Olympic gold.

Designed with the future in mind

Among the most tangible legacies is the Youth Olympic Village. Supported by an IOC contribution of EUR 13.5 million, it was planned from the outset for post-Games use and now provides 360 student apartments in four buildings.

^{© IOC/Ian Jones}

The Lillehammer Olympic venue network also remains highly active today. Hafjell has returned to the Alpine World Cup calendar and will host the World Cup Finals later in 2026. Lysgårdsbakken continues to stage international ski jumping, Birkebeineren remains central to Nordic disciplines, and the Olympic Sliding Centre will host the IBSF World Championships in 2027.

Inspiring the next generation

Youth development was placed alongside sports performance. The Learn and Share programme offered structured activities across five themes — Your Career, Your Body and Mind, Your Stories, Your Discovery and Your Actions — addressing topics from nutrition and injury prevention to media skills and life beyond elite sport.

Community engagement was equally strong. Dream Day reached more than 17,500 school pupils, while Active Mind – Active Body encouraged daily physical activity. Volunteering was also positioned as a legacy pillar, with 3,200 volunteers from 81 nations supporting the Games, the majority under the age of 30.

^{© Youth Information Service (YIS)/IOC}

Sharing expertise globally

The Lillehammer 2016 legacy also extended beyond Norway. The Lillehammer Olympic Legacy Sports Centre, established in 2017, was created to share expertise with athletes, coaches and organisers, particularly from nations with developing winter sports programmes.

To date, it has engaged participants from 83 countries, including more than 1,000 athletes, 200 coaches and around 140 young sports leaders. A few examples help to illustrate that reach. Norway’s Heidi Dyhre Traaserud and Canada’s Abigail Strate took part in Lillehammer’s international ski jumping camps and have since progressed to senior success, including major championship and Olympic appearances.

The pathway also extends beyond the field of play. Ludovica Sini, a participant in Lillehammer’s Young Leaders programme, has since taken on a protocol coordination role for Milano Cortina 2026. The Olympic Sliding Centre continues to host international teams for early-season preparation, contributing to regional activity and visitor spending.

Ten years on

A decade later, Lillehammer 2016 stands as a perfect example of how a forward-looking legacy strategy, implemented in advance, can create lasting benefits for local communities.

Venues remain active, systems and expertise endure, and the Youth Olympic Village continues to host students. Building on the legacy created by Lillehammer 1994, the 2016 Winter YOG strengthened education and leadership programming, advanced sustainable event management, and reinforced the principle that Olympic investments are designed to serve communities long after the flame is extinguished.

With the ten year anniversary of the Winter Youth Olympic Games (YOG) Lillehammer 2016 approaching on 12 February, the edition stands as a model of how an existing Olympic legacy can be adapted to serve a new generation.

International Olympic Committee news

Key facts

• Lillehammer 2016 relied entirely on an existing Olympic venue network, limiting new construction and reducing environmental impact.
• These were the first YOG to achieve ISO 20121 certification for sustainable event management.
• The Youth Olympic Village was designed for conversion, and now operates as fully occupied student housing with 360 apartments.

Leveraging the venues and expertise of the Lillehammer 1994 Olympic Winter Games, the 2016 organisers delivered a YOG edition centred on high-level sport, education and leadership development — while embedding sustainability and long-term use into planning and delivery.

A decade on, that approach continues to deliver impact across sport, communities and international cooperation.

^{© IOC/Arnaud Meylan}

A legacy rooted in 1994

The Lillehammer 1994 Olympic Winter Games remain a benchmark for sustainable Games delivery, with venues planned for long-term use and strong reliance on public transport.

More than two decades later – at the time of the Lillehammer 2016 Winter YOG – those venues were still active and regularly upgraded through sport and community use. By 2018, they had hosted 32 World and European Championships, 129 World Cups and 161 national competitions – demonstrating sustained relevance well beyond Games time.

Passing the baton in 2016

Lillehammer 2016 translated this continuity into a Youth Olympic model designed for the next generation.

Competitions were staged across Lillehammer, Hamar, Gjøvik, Øyer and Oslo, combining established venues with regional flexibility and a focus on lasting local benefit. The Games advanced the region’s sustainability approach, becoming the first YOG edition certified to ISO 20121 sustainable event standards.

^{© Youth Information Service (YIS)/IOC}

The sports programme introduced several YOG debuts, including cross-country cross, snowboard cross, ski slopestyle, biathlon super sprint and monobob. Lillehammer 2016 also launched Coaches’ Corner, offering workshops for coaches and support staff, and including early experimentation with virtual reality as a learning tool.

^{© Youth Information Service (YIS)/IOC}

The Games provided an early international stage for athletes who have since progressed to senior Olympic and World Cup success, including Marius Lindvik, Kajsa Vickhoff Lie, Anne Odine Strøm and Birk Ruud. That progression is also visible at Milano Cortina 2026, where French biathlete Lou Jeanmonnot, who competed at Lillehammer 2016, has since gone on to win Olympic gold.

Designed with the future in mind

Among the most tangible legacies is the Youth Olympic Village. Supported by an IOC contribution of EUR 13.5 million, it was planned from the outset for post-Games use and now provides 360 student apartments in four buildings.

^{© IOC/Ian Jones}

The Lillehammer Olympic venue network also remains highly active today. Hafjell has returned to the Alpine World Cup calendar and will host the World Cup Finals later in 2026. Lysgårdsbakken continues to stage international ski jumping, Birkebeineren remains central to Nordic disciplines, and the Olympic Sliding Centre will host the IBSF World Championships in 2027.

Inspiring the next generation

Youth development was placed alongside sports performance. The Learn and Share programme offered structured activities across five themes — Your Career, Your Body and Mind, Your Stories, Your Discovery and Your Actions — addressing topics from nutrition and injury prevention to media skills and life beyond elite sport.

Community engagement was equally strong. Dream Day reached more than 17,500 school pupils, while Active Mind – Active Body encouraged daily physical activity. Volunteering was also positioned as a legacy pillar, with 3,200 volunteers from 81 nations supporting the Games, the majority under the age of 30.

^{© Youth Information Service (YIS)/IOC}

Sharing expertise globally

The Lillehammer 2016 legacy also extended beyond Norway. The Lillehammer Olympic Legacy Sports Centre, established in 2017, was created to share expertise with athletes, coaches and organisers, particularly from nations with developing winter sports programmes.

To date, it has engaged participants from 83 countries, including more than 1,000 athletes, 200 coaches and around 140 young sports leaders. A few examples help to illustrate that reach. Norway’s Heidi Dyhre Traaserud and Canada’s Abigail Strate took part in Lillehammer’s international ski jumping camps and have since progressed to senior success, including major championship and Olympic appearances.

The pathway also extends beyond the field of play. Ludovica Sini, a participant in Lillehammer’s Young Leaders programme, has since taken on a protocol coordination role for Milano Cortina 2026. The Olympic Sliding Centre continues to host international teams for early-season preparation, contributing to regional activity and visitor spending.

Ten years on

A decade later, Lillehammer 2016 stands as a perfect example of how a forward-looking legacy strategy, implemented in advance, can create lasting benefits for local communities.

Venues remain active, systems and expertise endure, and the Youth Olympic Village continues to host students. Building on the legacy created by Lillehammer 1994, the 2016 Winter YOG strengthened education and leadership programming, advanced sustainable event management, and reinforced the principle that Olympic investments are designed to serve communities long after the flame is extinguished.

With the ten year anniversary of the Winter Youth Olympic Games (YOG) Lillehammer 2016 approaching on 12 February, the edition stands as a model of how an existing Olympic legacy can be adapted to serve a new generation.

International Olympic Committee news

Key facts

• Lillehammer 2016 relied entirely on an existing Olympic venue network, limiting new construction and reducing environmental impact.
• These were the first YOG to achieve ISO 20121 certification for sustainable event management.
• The Youth Olympic Village was designed for conversion, and now operates as fully occupied student housing with 360 apartments.

Leveraging the venues and expertise of the Lillehammer 1994 Olympic Winter Games, the 2016 organisers delivered a YOG edition centred on high-level sport, education and leadership development — while embedding sustainability and long-term use into planning and delivery.

A decade on, that approach continues to deliver impact across sport, communities and international cooperation.

^{© IOC/Arnaud Meylan}

A legacy rooted in 1994

The Lillehammer 1994 Olympic Winter Games remain a benchmark for sustainable Games delivery, with venues planned for long-term use and strong reliance on public transport.

More than two decades later – at the time of the Lillehammer 2016 Winter YOG – those venues were still active and regularly upgraded through sport and community use. By 2018, they had hosted 32 World and European Championships, 129 World Cups and 161 national competitions – demonstrating sustained relevance well beyond Games time.

Passing the baton in 2016

Lillehammer 2016 translated this continuity into a Youth Olympic model designed for the next generation.

Competitions were staged across Lillehammer, Hamar, Gjøvik, Øyer and Oslo, combining established venues with regional flexibility and a focus on lasting local benefit. The Games advanced the region’s sustainability approach, becoming the first YOG edition certified to ISO 20121 sustainable event standards.

^{© Youth Information Service (YIS)/IOC}

The sports programme introduced several YOG debuts, including cross-country cross, snowboard cross, ski slopestyle, biathlon super sprint and monobob. Lillehammer 2016 also launched Coaches’ Corner, offering workshops for coaches and support staff, and including early experimentation with virtual reality as a learning tool.

^{© Youth Information Service (YIS)/IOC}

The Games provided an early international stage for athletes who have since progressed to senior Olympic and World Cup success, including Marius Lindvik, Kajsa Vickhoff Lie, Anne Odine Strøm and Birk Ruud. That progression is also visible at Milano Cortina 2026, where French biathlete Lou Jeanmonnot, who competed at Lillehammer 2016, has since gone on to win Olympic gold.

Designed with the future in mind

Among the most tangible legacies is the Youth Olympic Village. Supported by an IOC contribution of EUR 13.5 million, it was planned from the outset for post-Games use and now provides 360 student apartments in four buildings.

^{© IOC/Ian Jones}

The Lillehammer Olympic venue network also remains highly active today. Hafjell has returned to the Alpine World Cup calendar and will host the World Cup Finals later in 2026. Lysgårdsbakken continues to stage international ski jumping, Birkebeineren remains central to Nordic disciplines, and the Olympic Sliding Centre will host the IBSF World Championships in 2027.

Inspiring the next generation

Youth development was placed alongside sports performance. The Learn and Share programme offered structured activities across five themes — Your Career, Your Body and Mind, Your Stories, Your Discovery and Your Actions — addressing topics from nutrition and injury prevention to media skills and life beyond elite sport.

Community engagement was equally strong. Dream Day reached more than 17,500 school pupils, while Active Mind – Active Body encouraged daily physical activity. Volunteering was also positioned as a legacy pillar, with 3,200 volunteers from 81 nations supporting the Games, the majority under the age of 30.

^{© Youth Information Service (YIS)/IOC}

Sharing expertise globally

The Lillehammer 2016 legacy also extended beyond Norway. The Lillehammer Olympic Legacy Sports Centre, established in 2017, was created to share expertise with athletes, coaches and organisers, particularly from nations with developing winter sports programmes.

To date, it has engaged participants from 83 countries, including more than 1,000 athletes, 200 coaches and around 140 young sports leaders. A few examples help to illustrate that reach. Norway’s Heidi Dyhre Traaserud and Canada’s Abigail Strate took part in Lillehammer’s international ski jumping camps and have since progressed to senior success, including major championship and Olympic appearances.

The pathway also extends beyond the field of play. Ludovica Sini, a participant in Lillehammer’s Young Leaders programme, has since taken on a protocol coordination role for Milano Cortina 2026. The Olympic Sliding Centre continues to host international teams for early-season preparation, contributing to regional activity and visitor spending.

Ten years on

A decade later, Lillehammer 2016 stands as a perfect example of how a forward-looking legacy strategy, implemented in advance, can create lasting benefits for local communities.

Venues remain active, systems and expertise endure, and the Youth Olympic Village continues to host students. Building on the legacy created by Lillehammer 1994, the 2016 Winter YOG strengthened education and leadership programming, advanced sustainable event management, and reinforced the principle that Olympic investments are designed to serve communities long after the flame is extinguished.

Comcast and Boys & Girls Clubs of Snohomish County (BGCSC) have opened a new Lift Zone at the Granite Falls Club to help youth build their digital skills. Powered by Comcast Business, this Lift Zone includes free WiFi access and was made possible by a $60,000 contribution from Comcast to support technology upgrades for the club and provide advanced programming for students. Lift Zones, Comcast’s nationwide initiative to ensure more people in more communities have access to the internet and digital tools needed to thrive, are backed by a $50 million cash and in-kind investment.

“Comcast’s new Lift Zone will make a real difference for youth in Granite Falls,” said Marci Volmer, President & CEO of Boys & Girls Clubs of Snohomish County. “By providing a welcoming, reliable place to get online, the Lift Zone allows us to expand our impact for youth and teens elevating their experience and ensuring they have the digital access and training they need to succeed. From strengthening reading, writing, math, and science skills to exploring future careers, this investment is part of our broader partnership with Comcast to open doors to learning, connection, and career pathways.”

Building on the legacy of Comcast’s award-winning Lift Zone program, which launched in 2020 and now includes more than 1,250 locations nationwide, this Lift Zone will offer:

• New equipment including 3D printers, interactive lighting, teleconferencing with other clubs, high powered desktop computers, and laptops for each student to use.
• Live-streaming capabilities for Life & Workforce Readiness activities, Esports and more.
• High-performance computing center to host resume-building and job-search workshops and to support Club Programs such as Power Hour & Project Learn (academic support programs).
• Advanced tools, such as virtual reality, next-gen Esports PCs, digital fabrication equipment, 3D printers, robotics kits, and multimedia production equipment to enable students to explore STEAM and increase their access to technology.

“At Comcast, we’re committed to helping to close Washington’s digital skills gap, and that includes right here in Granite Falls,” said Keith Turner, Senior Vice President for Comcast’s Pacific Northwest Region. “This Comcast Lift Zone will give students access to advanced technology and digital skills training needed to thrive, whether they’re accessing online homework, exploring new learning tools, or preparing for future careers.”

Comcast Lift Zones are part of Project UP, the company’s $1 billion initiative to advance digital opportunity and create a future of unlimited possibilities.

The Boys & Girls Clubs of Snohomish County is a non-profit organization providing young people ages 5-18 with a safe and positive place to spend their time before and after school and during the summer. Clubs are strategically located in neighborhoods and are accessible to all kids. Since 1946, the Boys & Girls Clubs of Snohomish County has been helping young people, especially those who need us most, to reach their full potential as productive, caring, responsible citizens. To learn more, please visit our website: https://bgcsc.org/

Comcast and Boys & Girls Clubs of Snohomish County (BGCSC) have opened a new Lift Zone at the Granite Falls Club to help youth build their digital skills. Powered by Comcast Business, this Lift Zone includes free WiFi access and was made possible by a $60,000 contribution from Comcast to support technology upgrades for the club and provide advanced programming for students. Lift Zones, Comcast’s nationwide initiative to ensure more people in more communities have access to the internet and digital tools needed to thrive, are backed by a $50 million cash and in-kind investment.

“Comcast’s new Lift Zone will make a real difference for youth in Granite Falls,” said Marci Volmer, President & CEO of Boys & Girls Clubs of Snohomish County. “By providing a welcoming, reliable place to get online, the Lift Zone allows us to expand our impact for youth and teens elevating their experience and ensuring they have the digital access and training they need to succeed. From strengthening reading, writing, math, and science skills to exploring future careers, this investment is part of our broader partnership with Comcast to open doors to learning, connection, and career pathways.”

Building on the legacy of Comcast’s award-winning Lift Zone program, which launched in 2020 and now includes more than 1,250 locations nationwide, this Lift Zone will offer:

• New equipment including 3D printers, interactive lighting, teleconferencing with other clubs, high powered desktop computers, and laptops for each student to use.
• Live-streaming capabilities for Life & Workforce Readiness activities, Esports and more.
• High-performance computing center to host resume-building and job-search workshops and to support Club Programs such as Power Hour & Project Learn (academic support programs).
• Advanced tools, such as virtual reality, next-gen Esports PCs, digital fabrication equipment, 3D printers, robotics kits, and multimedia production equipment to enable students to explore STEAM and increase their access to technology.

“At Comcast, we’re committed to helping to close Washington’s digital skills gap, and that includes right here in Granite Falls,” said Keith Turner, Senior Vice President for Comcast’s Pacific Northwest Region. “This Comcast Lift Zone will give students access to advanced technology and digital skills training needed to thrive, whether they’re accessing online homework, exploring new learning tools, or preparing for future careers.”

Comcast Lift Zones are part of Project UP, the company’s $1 billion initiative to advance digital opportunity and create a future of unlimited possibilities.

The Boys & Girls Clubs of Snohomish County is a non-profit organization providing young people ages 5-18 with a safe and positive place to spend their time before and after school and during the summer. Clubs are strategically located in neighborhoods and are accessible to all kids. Since 1946, the Boys & Girls Clubs of Snohomish County has been helping young people, especially those who need us most, to reach their full potential as productive, caring, responsible citizens. To learn more, please visit our website: https://bgcsc.org/

Comcast and Boys & Girls Clubs of Snohomish County (BGCSC) have opened a new Lift Zone at the Granite Falls Club to help youth build their digital skills. Powered by Comcast Business, this Lift Zone includes free WiFi access and was made possible by a $60,000 contribution from Comcast to support technology upgrades for the club and provide advanced programming for students. Lift Zones, Comcast’s nationwide initiative to ensure more people in more communities have access to the internet and digital tools needed to thrive, are backed by a $50 million cash and in-kind investment.

“Comcast’s new Lift Zone will make a real difference for youth in Granite Falls,” said Marci Volmer, President & CEO of Boys & Girls Clubs of Snohomish County. “By providing a welcoming, reliable place to get online, the Lift Zone allows us to expand our impact for youth and teens elevating their experience and ensuring they have the digital access and training they need to succeed. From strengthening reading, writing, math, and science skills to exploring future careers, this investment is part of our broader partnership with Comcast to open doors to learning, connection, and career pathways.”

Building on the legacy of Comcast’s award-winning Lift Zone program, which launched in 2020 and now includes more than 1,250 locations nationwide, this Lift Zone will offer:

• New equipment including 3D printers, interactive lighting, teleconferencing with other clubs, high powered desktop computers, and laptops for each student to use.
• Live-streaming capabilities for Life & Workforce Readiness activities, Esports and more.
• High-performance computing center to host resume-building and job-search workshops and to support Club Programs such as Power Hour & Project Learn (academic support programs).
• Advanced tools, such as virtual reality, next-gen Esports PCs, digital fabrication equipment, 3D printers, robotics kits, and multimedia production equipment to enable students to explore STEAM and increase their access to technology.

“At Comcast, we’re committed to helping to close Washington’s digital skills gap, and that includes right here in Granite Falls,” said Keith Turner, Senior Vice President for Comcast’s Pacific Northwest Region. “This Comcast Lift Zone will give students access to advanced technology and digital skills training needed to thrive, whether they’re accessing online homework, exploring new learning tools, or preparing for future careers.”

Comcast Lift Zones are part of Project UP, the company’s $1 billion initiative to advance digital opportunity and create a future of unlimited possibilities.

The Boys & Girls Clubs of Snohomish County is a non-profit organization providing young people ages 5-18 with a safe and positive place to spend their time before and after school and during the summer. Clubs are strategically located in neighborhoods and are accessible to all kids. Since 1946, the Boys & Girls Clubs of Snohomish County has been helping young people, especially those who need us most, to reach their full potential as productive, caring, responsible citizens. To learn more, please visit our website: https://bgcsc.org/

GUAYAQUIL, ECUADOR, February 26, 2026 /3BL/ – DP World closed 2025 with a series of sustainability, social impact, and workforce development milestones in Ecuador, reinforcing its role as a responsible logistics partner and long-term community stakeholder while supporting inclusive growth across the country’s port and logistics ecosystem.

Throughout the year, the company advanced initiatives spanning education, environmental protection, gender equity, and local economic development, delivering measurable benefits for employees, communities, and supply chain partners.

Carlos Merino, CEO of DP World in Colombia, Ecuador and Peru, said: “Responsible growth goes beyond infrastructure — it’s about creating long-term value for people, communities, and the environment. These milestones reflect our commitment to building sustainable, inclusive supply chains while investing in education, conservation, and local opportunity across Ecuador.”

Investing in Education and Local Talent Development

DP World continued to expand access to technical education and first-job opportunities through its Comienza con Nosotros program. In 2025, 19 students graduated from the dual Mechatronics career, while 28 new students joined the latest cohort. An additional 16 students completed training in the Port Logistics career, strengthening the pipeline of skilled talent entering Ecuador’s maritime and logistics sector.

The company also advanced its local talent program in El Morro, training community members with no prior industry experience to support operations at the Logistics and Industrial Park – ZEDE Posorja. More than 60% of participants were women, many entering the workforce for the first time.

Strengthening Environmental Stewardship and Conservation

Environmental protection remained a central pillar of DP World’s sustainability strategy in Ecuador. Through its award-winning Sembrando Vida program, the company delivered an Agreement for the Sustainable Use and Stewardship of the Mangrove Ecosystem (AUSCEM) to a local fishing association, granting community stewardship over more than 900 hectares of mangroves. This marked the first time an Ecuadorian port terminal formalized this type of environmental agreement under the Ministry of Environment and Energy framework.

Community-led environmental initiatives also gained momentum through the Comunidad que Transforma program, which engaged more than 1,800 participants in beach cleanups and waste collection efforts. More than 15 tons of waste were recovered and exchanged for essential goods valued at over US$35,000.

Advancing Gender Equity and Inclusive Workplaces

DP World expanded opportunities for women across its operations and surrounding communities. In 2025, 10 participants in the Operadoras del Futuro program earned professional Type G and E licenses, enabling them to operate heavy equipment and internal vehicles within terminal operations.

The company also signed a letter of intent with Red MAMLa, reinforcing its commitment to gender equality and female leadership across the maritime and port sector in Latin America. Complementary community training programs supported more than 120 women in El Morro with skills development to launch small businesses.

Recognized Workplace Culture, Community Well-Being, and Circular Economy Initiatives

DP World in Ecuador earned Great Place to Work® certification and ranked among the Top 10 Best Places to Work in Ecuador for the first time. The company was also recognized for the fifth consecutive year as the No. 1 Employer Brand in Ecuador’s port sector.

Community well-being initiatives expanded with the launch of the El Aguatero program on Puná Island, providing sustainable access to clean water through atmospheric water generators and chlorine production systems. The program benefits more than 430 community members, including students and educators.

Through its Uniform Reuse Program, DP World gave a second life to more than 600 uniforms, transforming them into over 1,500 functional items produced by trained local textile associations. The initiative generated income for women entrepreneurs while supporting circular economy principles.

As DP World continues to invest in trade-enabling infrastructure across Latin America, sustainability and social impact remain integral to its strategy to strengthen resilience, competitiveness, and shared prosperity.

—END—

 

For more insights into how DP World is reshaping global trade, visit our website: www.dpworld.com

For media enquiries, please contact:

Melina Vissat  

Head of Communications 
melina.vissat@dpworld.com 
(+1) 704-605-6159    

Follow DP World on:

X (Twitter): https://twitter.com/DP_World
LinkedIn: https://www.linkedin.com/company/dp-world 

 

About DP World

DP World is reshaping the future of global trade to improve lives everywhere. Operating across six continents with a team of over 125,000 employees, we combine global infrastructure and local expertise to deliver seamless supply chain solutions. From Ports and Terminals to Marine Services, Logistics and Technology, we leverage innovation to create better ways to trade, minimizing disruptions from the factory floor to the customer’s door.

In the Americas, DP World operates with a team of over 16,000 people across 12 countries, driving excellence through a robust network of 14 ports and terminals and more than 40 warehouses. By harnessing our global reach and local expertise, we simplify logistics, enhance operational performance, and redefine the boundaries of what’s possible in global trade.

WE MAKE TRADE FLOW

GUAYAQUIL, ECUADOR, February 26, 2026 /3BL/ – DP World closed 2025 with a series of sustainability, social impact, and workforce development milestones in Ecuador, reinforcing its role as a responsible logistics partner and long-term community stakeholder while supporting inclusive growth across the country’s port and logistics ecosystem.

Throughout the year, the company advanced initiatives spanning education, environmental protection, gender equity, and local economic development, delivering measurable benefits for employees, communities, and supply chain partners.

Carlos Merino, CEO of DP World in Colombia, Ecuador and Peru, said: “Responsible growth goes beyond infrastructure — it’s about creating long-term value for people, communities, and the environment. These milestones reflect our commitment to building sustainable, inclusive supply chains while investing in education, conservation, and local opportunity across Ecuador.”

Investing in Education and Local Talent Development

DP World continued to expand access to technical education and first-job opportunities through its Comienza con Nosotros program. In 2025, 19 students graduated from the dual Mechatronics career, while 28 new students joined the latest cohort. An additional 16 students completed training in the Port Logistics career, strengthening the pipeline of skilled talent entering Ecuador’s maritime and logistics sector.

The company also advanced its local talent program in El Morro, training community members with no prior industry experience to support operations at the Logistics and Industrial Park – ZEDE Posorja. More than 60% of participants were women, many entering the workforce for the first time.

Strengthening Environmental Stewardship and Conservation

Environmental protection remained a central pillar of DP World’s sustainability strategy in Ecuador. Through its award-winning Sembrando Vida program, the company delivered an Agreement for the Sustainable Use and Stewardship of the Mangrove Ecosystem (AUSCEM) to a local fishing association, granting community stewardship over more than 900 hectares of mangroves. This marked the first time an Ecuadorian port terminal formalized this type of environmental agreement under the Ministry of Environment and Energy framework.

Community-led environmental initiatives also gained momentum through the Comunidad que Transforma program, which engaged more than 1,800 participants in beach cleanups and waste collection efforts. More than 15 tons of waste were recovered and exchanged for essential goods valued at over US$35,000.

Advancing Gender Equity and Inclusive Workplaces

DP World expanded opportunities for women across its operations and surrounding communities. In 2025, 10 participants in the Operadoras del Futuro program earned professional Type G and E licenses, enabling them to operate heavy equipment and internal vehicles within terminal operations.

The company also signed a letter of intent with Red MAMLa, reinforcing its commitment to gender equality and female leadership across the maritime and port sector in Latin America. Complementary community training programs supported more than 120 women in El Morro with skills development to launch small businesses.

Recognized Workplace Culture, Community Well-Being, and Circular Economy Initiatives

DP World in Ecuador earned Great Place to Work® certification and ranked among the Top 10 Best Places to Work in Ecuador for the first time. The company was also recognized for the fifth consecutive year as the No. 1 Employer Brand in Ecuador’s port sector.

Community well-being initiatives expanded with the launch of the El Aguatero program on Puná Island, providing sustainable access to clean water through atmospheric water generators and chlorine production systems. The program benefits more than 430 community members, including students and educators.

Through its Uniform Reuse Program, DP World gave a second life to more than 600 uniforms, transforming them into over 1,500 functional items produced by trained local textile associations. The initiative generated income for women entrepreneurs while supporting circular economy principles.

As DP World continues to invest in trade-enabling infrastructure across Latin America, sustainability and social impact remain integral to its strategy to strengthen resilience, competitiveness, and shared prosperity.

—END—

 

For more insights into how DP World is reshaping global trade, visit our website: www.dpworld.com

For media enquiries, please contact:

Melina Vissat  

Head of Communications 
melina.vissat@dpworld.com 
(+1) 704-605-6159    

Follow DP World on:

X (Twitter): https://twitter.com/DP_World
LinkedIn: https://www.linkedin.com/company/dp-world 

 

About DP World

DP World is reshaping the future of global trade to improve lives everywhere. Operating across six continents with a team of over 125,000 employees, we combine global infrastructure and local expertise to deliver seamless supply chain solutions. From Ports and Terminals to Marine Services, Logistics and Technology, we leverage innovation to create better ways to trade, minimizing disruptions from the factory floor to the customer’s door.

In the Americas, DP World operates with a team of over 16,000 people across 12 countries, driving excellence through a robust network of 14 ports and terminals and more than 40 warehouses. By harnessing our global reach and local expertise, we simplify logistics, enhance operational performance, and redefine the boundaries of what’s possible in global trade.

WE MAKE TRADE FLOW

GUAYAQUIL, ECUADOR, February 26, 2026 /3BL/ – DP World closed 2025 with a series of sustainability, social impact, and workforce development milestones in Ecuador, reinforcing its role as a responsible logistics partner and long-term community stakeholder while supporting inclusive growth across the country’s port and logistics ecosystem.

Throughout the year, the company advanced initiatives spanning education, environmental protection, gender equity, and local economic development, delivering measurable benefits for employees, communities, and supply chain partners.

Carlos Merino, CEO of DP World in Colombia, Ecuador and Peru, said: “Responsible growth goes beyond infrastructure — it’s about creating long-term value for people, communities, and the environment. These milestones reflect our commitment to building sustainable, inclusive supply chains while investing in education, conservation, and local opportunity across Ecuador.”

Investing in Education and Local Talent Development

DP World continued to expand access to technical education and first-job opportunities through its Comienza con Nosotros program. In 2025, 19 students graduated from the dual Mechatronics career, while 28 new students joined the latest cohort. An additional 16 students completed training in the Port Logistics career, strengthening the pipeline of skilled talent entering Ecuador’s maritime and logistics sector.

The company also advanced its local talent program in El Morro, training community members with no prior industry experience to support operations at the Logistics and Industrial Park – ZEDE Posorja. More than 60% of participants were women, many entering the workforce for the first time.

Strengthening Environmental Stewardship and Conservation

Environmental protection remained a central pillar of DP World’s sustainability strategy in Ecuador. Through its award-winning Sembrando Vida program, the company delivered an Agreement for the Sustainable Use and Stewardship of the Mangrove Ecosystem (AUSCEM) to a local fishing association, granting community stewardship over more than 900 hectares of mangroves. This marked the first time an Ecuadorian port terminal formalized this type of environmental agreement under the Ministry of Environment and Energy framework.

Community-led environmental initiatives also gained momentum through the Comunidad que Transforma program, which engaged more than 1,800 participants in beach cleanups and waste collection efforts. More than 15 tons of waste were recovered and exchanged for essential goods valued at over US$35,000.

Advancing Gender Equity and Inclusive Workplaces

DP World expanded opportunities for women across its operations and surrounding communities. In 2025, 10 participants in the Operadoras del Futuro program earned professional Type G and E licenses, enabling them to operate heavy equipment and internal vehicles within terminal operations.

The company also signed a letter of intent with Red MAMLa, reinforcing its commitment to gender equality and female leadership across the maritime and port sector in Latin America. Complementary community training programs supported more than 120 women in El Morro with skills development to launch small businesses.

Recognized Workplace Culture, Community Well-Being, and Circular Economy Initiatives

DP World in Ecuador earned Great Place to Work® certification and ranked among the Top 10 Best Places to Work in Ecuador for the first time. The company was also recognized for the fifth consecutive year as the No. 1 Employer Brand in Ecuador’s port sector.

Community well-being initiatives expanded with the launch of the El Aguatero program on Puná Island, providing sustainable access to clean water through atmospheric water generators and chlorine production systems. The program benefits more than 430 community members, including students and educators.

Through its Uniform Reuse Program, DP World gave a second life to more than 600 uniforms, transforming them into over 1,500 functional items produced by trained local textile associations. The initiative generated income for women entrepreneurs while supporting circular economy principles.

As DP World continues to invest in trade-enabling infrastructure across Latin America, sustainability and social impact remain integral to its strategy to strengthen resilience, competitiveness, and shared prosperity.

—END—

 

For more insights into how DP World is reshaping global trade, visit our website: www.dpworld.com

For media enquiries, please contact:

Melina Vissat  

Head of Communications 
melina.vissat@dpworld.com 
(+1) 704-605-6159    

Follow DP World on:

X (Twitter): https://twitter.com/DP_World
LinkedIn: https://www.linkedin.com/company/dp-world 

 

About DP World

DP World is reshaping the future of global trade to improve lives everywhere. Operating across six continents with a team of over 125,000 employees, we combine global infrastructure and local expertise to deliver seamless supply chain solutions. From Ports and Terminals to Marine Services, Logistics and Technology, we leverage innovation to create better ways to trade, minimizing disruptions from the factory floor to the customer’s door.

In the Americas, DP World operates with a team of over 16,000 people across 12 countries, driving excellence through a robust network of 14 ports and terminals and more than 40 warehouses. By harnessing our global reach and local expertise, we simplify logistics, enhance operational performance, and redefine the boundaries of what’s possible in global trade.

WE MAKE TRADE FLOW