Tag: 3BL

EMERYVILLE, Calif., April 30, 2026 /3BL/ – A coalition of four leading sustainability organizations today announced the launch of an initiative to develop the first standardized guidance for assessing and managing corporate value chain water risk. 

The announcement comes as water scarcity intensifies globally — disrupting supply chains, affecting production and costs, and threatening key commodities. At the same time, companies face growing investor and regulatory pressure to disclose water impacts, without a common standard for doing so. Today, over half the world’s population — around 4 billion people — lives under highly water-stressed conditions for at least one month of the year. By 2050, nearly one-third of global GDP — $70 trillion — will be exposed to high water stress.

The initiative — Corporate Guidance for Assessing Water Scopes 1-3 in Value Chains — is led by SCS Global Services, World Resources Institute (WRI), World Wildlife Fund (WWF), and the CEO Water Mandate. It will produce a shared language and consistent methodology to help companies understand where water risks and impacts occur across their value chain, from suppliers to customers.

The initiative draws on the model of the GHG Protocol, which established Scope 1, 2, and 3 as standard categories for measuring corporate greenhouse gas emissions and helped enable large-scale climate action. The same principle — distinguishing direct operations (Scope 1), purchased inputs (Scope 2), and value chain activities (Scope 3) — has never been systematically applied to corporate water risk.  While many water-related frameworks exist, they don’t speak the same language — leaving companies without a clear starting point and making it nearly impossible to compare performance or drive accountability at scale. Water Scopes 1–3 will address this by providing a shared foundation to help use existing tools more effectively.

Together, the four organizations bring a proven track record and complementary expertise in corporate water risk and environmental standards — combining the technical, conservation, and advocacy leadership needed to build guidance with credibility and reach. 

“For many companies, the greatest water risks and impacts lie in their supply chain or in the end use of their products, yet attention remains stubbornly focused on direct operations. This guidance will help companies identify and act on the most effective levers to unlock positive water impacts – and greater resilience – across the value chain,” said Sara Walker, Director of Corporate Water Engagement and Acting Global Water Lead, World Resources Institute.

“Regulators are asking companies to disclose water risk. Investors are asking companies to disclose water risk. What nobody has given them is a common framework for doing it. That’s the gap we aim to close,” said Lauren Enright, Program Manager, Water Stewardship, SCS Global Services. 

“We have long known that the biggest water impacts for most sectors are in corporate supply chains. Bringing clarity to value chain reporting will enable us to better understand who is taking action on material impacts and dependencies, and strengthen efforts to safeguard freshwater ecosystems,” said Alexis Morgan, Global Water Stewardship Lead, WWF.

“Extending the principles of Positive Water Impact from direct operations into the supply chain is a significant challenge for companies. It demands not only enhanced collaboration with suppliers but also an understanding of risks and a commitment to transparency and sustainable practices that often involve navigating complex ecosystems. This transition is essential, as water stewardship throughout the entire value chain is crucial for mitigating risks, enhancing brand reputation, and driving long-term business resilience,” said Gregg Brill, Technical Lead, CEO Water Mandate.

The guidance will be developed over 18 months through a transparent, multi-stakeholder process. A public comment period is planned for month 12, with final guidance targeted for Q4 2027. The framework will help companies identify water impacts across operations, supply chains, and product use — and connect to existing disclosure systems like CDP and AWS, not replace them.

Companies, non-governmental organizations, foundations and experts are invited to participate as sponsors or working group members. For more information or to express interest, visit https://www.scsstandards.org/water-scopes.

About SCS Global Services

SCS Global Services is an international leader in third-party environmental and sustainability verification, certification, auditing, testing, and standards development. Its programs span a cross-section of industries, recognizing achievements in climate mitigation, green building, product manufacturing, food and agriculture, forestry, consumer products, and more. Headquartered in Emeryville, California and celebrating over 40 years in business, SCS has representatives and affiliate offices throughout the Americas, Asia/Pacific, Europe, and Africa. Its broad network of auditors are experts in their fields, and the company is a trusted partner to companies, agencies, and advocacy organizations due to its dedication to quality and professionalism. SCS is a chartered Benefit Corporation, reflecting its commitment to socially and environmentally responsible business practices. SCS is also a Participant of the United Nations Global Compact and adheres to its principles-based approach to responsible business. For more information, visit www.SCSGlobalServices.com.

About World Resources Institute (WRI)

WRI works to improve people’s lives, protect and restore nature and stabilize the climate. As an independent research organization, we leverage our data, expertise and global reach to influence policy and catalyze change across systems like food, land and water; energy; and cities. Our 2,000+ staff work on the ground in more than a dozen focus countries and with partners in over 50 nations.

About WWF

The mission of WWF is to stop the global destruction of the environment and shape a future in which people and nature can live together in harmony. In order to fulfil this mission, WWF is dedicated to preserving global biodiversity. WWF also fights to reduce the use of natural resources to a sustainable level. In order to meet its objectives, WWF works at four levels: in the field, with companies, in the political arena and with the citizens.

About CEO Water Mandate

The CEO Water Mandate is a partnership between the UN Global Compact and the Pacific Institute that mobilizes business leaders on water, sanitation, and the Sustainable Development Goals for corporate water stewardship. Mandate endorsers commit to continuous progress against six core elements (direct operations, supply chain and watershed management, collective action, public policy, community engagement, and transparency) and in so doing understand and manage their own water risks. Established in 2007, the CEO Water Mandate was created out of the acknowledgement that global water challenges create risk for a wide range of industry sectors, the public sector, local communities, and ecosystems alike.

About the UN Global Compact 

As a special initiative of the United Nations Secretary-General, the UN Global Compact is a call to companies worldwide to align their operations and strategies with Ten Principles in the areas of human rights, labour, environment and anti-corruption. Our vision is clear: to mobilize business to transform sustainability ambition into action at the scale the world demands. With more than 25,000 participants and a presence in over 100 countries through 5 Regional Hubs and more than 70 Country Networks and expansion territories, the UN Global Compact is the world’s largest corporate sustainability initiative. 

Media Contact

Rachel Barnhart  
Director, Corporate Communications and Public Relations, SCS Global Services  
Email: rbarnhart@scsglobalservices.com 

Key Points

• Marathon Petroleum is the top energy company for the third consecutive year in Just Capital’s rankings of America’s Most Just Companies.
• The rankings highlight the performance of public companies related to efforts that impact stakeholders, including employees, customers and communities.
• Just Capital develops the metrics for the rankings through a national survey that gauges public opinion about the issues that should define just business behavior.

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Just Capital’s 2026 rankings of America’s Most Just Companies list Marathon Petroleum Corporation (MPC) as the top company in the U.S. energy sector for the third consecutive year. The rankings reflect the performance of public companies through efforts that affect their workers, customers, communities, shareholders and governance, and the environment.

“This recognition represents validation of MPC’s continuous focus on operating our business responsibly, consistent with our Core Values,” Chief Business Transformation Officer Brian Partee said. “We strive year after year to broaden our positive stakeholder impact, in particular, for the benefit of employees, shareholders and the communities where we operate.”

“This recognition represents validation of MPC’s continuous focus on operating our business responsibly, consistent with our Core Values.”

Just Capital, an independent, nonprofit research organization, evaluated public companies on the Russell 1000 Index to determine this year’s rankings, published in partnership with CNBC. MPC finished 27^th overall. It was also first among the 37 ranked energy companies, earning a place on the Industry Leaders list of the top-performing companies across 20 sectors.

Just Capital’s rankings are now in their 10^th year. The criteria for the annual rankings come from a national survey Just Capital conducts every year. The polling identifies issues that the American public believes companies should prioritize to exhibit just business behavior.

Among the most important issues noted for the 2026 rankings were paying a fair, living wage; supporting worker well-being, advancement, and training; communicating transparently; and acting ethically at the leadership level. MPC performed strongly for disclosures in areas including career development, opportunities for local businesses, workforce demographics and human rights.

Learn more about MPC’s commitment to sustainability and view our Sustainability Report.

Key Points

• Marathon Petroleum is the top energy company for the third consecutive year in Just Capital’s rankings of America’s Most Just Companies.
• The rankings highlight the performance of public companies related to efforts that impact stakeholders, including employees, customers and communities.
• Just Capital develops the metrics for the rankings through a national survey that gauges public opinion about the issues that should define just business behavior.

---

Just Capital’s 2026 rankings of America’s Most Just Companies list Marathon Petroleum Corporation (MPC) as the top company in the U.S. energy sector for the third consecutive year. The rankings reflect the performance of public companies through efforts that affect their workers, customers, communities, shareholders and governance, and the environment.

“This recognition represents validation of MPC’s continuous focus on operating our business responsibly, consistent with our Core Values,” Chief Business Transformation Officer Brian Partee said. “We strive year after year to broaden our positive stakeholder impact, in particular, for the benefit of employees, shareholders and the communities where we operate.”

“This recognition represents validation of MPC’s continuous focus on operating our business responsibly, consistent with our Core Values.”

Just Capital, an independent, nonprofit research organization, evaluated public companies on the Russell 1000 Index to determine this year’s rankings, published in partnership with CNBC. MPC finished 27^th overall. It was also first among the 37 ranked energy companies, earning a place on the Industry Leaders list of the top-performing companies across 20 sectors.

Just Capital’s rankings are now in their 10^th year. The criteria for the annual rankings come from a national survey Just Capital conducts every year. The polling identifies issues that the American public believes companies should prioritize to exhibit just business behavior.

Among the most important issues noted for the 2026 rankings were paying a fair, living wage; supporting worker well-being, advancement, and training; communicating transparently; and acting ethically at the leadership level. MPC performed strongly for disclosures in areas including career development, opportunities for local businesses, workforce demographics and human rights.

Learn more about MPC’s commitment to sustainability and view our Sustainability Report.

Published by Las Vegas Sands on April 21, 2026

April 29, 2026 /3BL/ – Sands held its annual global virtual celebration to honor the work of members in its flagship capacity-building program for nonprofit organizations, the Sands Cares Accelerator. The event’s highlight was the official commemoration of The LGBTQ+ Center of Las Vegas (The Center) as the program’s sixth graduate.

Through the Sands Cares Accelerator, Sands works with nonprofit members over a three-year period to incubate a strategic program or initiative and provides resources of funding, planning support, facilitation, counsel and mentorship.

The Center’s goal in the program was to uplevel its marketing and communications function to build greater awareness of its services, sustain funding development, and elevate its reputation as the leading resource and advocate for the LGBTQ+ community in Greater Las Vegas.

During its time in the Sands Cares Accelerator, The Center pursued work streams that created a cohesive and compelling storytelling platform for the organization’s mission, services and impact on the Las Vegas LGBTQ+ community, as well as a number of avenues to increase its visibility.

Setting a strong foundation in year one, The Center fielded a survey to measure awareness and found that many in Southern Nevada were unaware of the organization, yet nearly half of respondents had interest in donating.

Using these insights, The Center rebranded its offerings through a messaging framework that focused on its pillars of advocacy, health and wellness, and community services, and integrated the platform into its website, marketing materials and trainings for board members and staff.

With the storytelling framework in hand, The Center used its Sands Cares Accelerator resources to create a multiyear radio and television campaign with the Nevada Broadcasters Association that netted a 33-to-1 value in airtime, as well as worked to amplify visibility in other earned media and its social platforms.

In its final year in the program in 2025, the organization evolved its crisis communications plan and annual Impact Report, produced new videos to better tell its story and engage with donors, and built a podcast recording studio that enabled the podcast’s premier in February 2026.

Representing the success of its visibility efforts, The Center’s social media channels achieved top performance in 2025, with a 162% increase in its Facebook and Instagram views during its three-year membership, as well as a 63.5% increase in new Facebook followers and a 100% increase in new Instagram followers.

“What we’ve been able to achieve as a member the Sands Cares Accelerator is a ground-up review and rebuild of our entire communications and marketing program,” CEO John Waldron said. “The results of our multifaceted communications initiatives have made measurable impact in our ability to reach the community and serve more people with resources they need.”

One of the ways The Center tracked its progress during the Sands Accelerator was through market research measuring awareness of The Center and its services. In 2024, 22% of respondents said they had heard of The Center. Earlier this year, the number jumped to 38%, a 70% increase from 2024, and that growth was consistent across all demographics.

“By conducting this research two years apart, we were able to clearly see how our efforts were moving the needle,” Waldron said. “In marketing terms, these results puts us at critical mass – the point where awareness begins to build on itself and momentum takes over. We also saw a meaningful increase in the number of people who say they would consider donating to The Center, and with the opening of the Gavin J. Goorjian Health Center, awareness of our health services has grown significantly as well.”

In fact, visitation at both of The Center’s health care facilities increased. Improved marketing drove an uptick in visits to The Center’s Arlene Cooper Community Health Center, which focuses on sexual health screenings and preventive services, and the more recently opened Goorjian Community Health Center, which provides primary care, gynecological services and a pharmacy. Across both facilities, visits increased 54% year over year, from 11,112 in 2024 to 17,125 in 2025.

A stronger marketing program also resulted in The Center’s most successful Honorarium gala, with more than 800 people attending the event last November and the most funding raised in its 30-year history.

Finally, The Center’s marketing progress has strengthened its reputation. Last year, the organization was recognized by the Las Vegas Chamber of Commerce as the Small Business of the Year and awarded the Community Leadership Award by Silver State Equality.

In 2024, Waldron was asked to join CEO Exchange, a collaboration of Southern Nevada’s largest nonprofit organizations that work together to strengthen the social safety net. The Center also is collaborating with the National Association of Community Health Centers, the nation’s leading advocacy organization working to advance community health centers as the foundation of an equitable health care system.

“We credit these connections to the increase in visibility we’ve been able to make through resources from the Sands Cares Accelerator,” Waldron said. “With the ability to better tell our story and the assets we received to drive visibility, we were able to accelerate performance of a critical function that has impact on all aspects of our work, enabling us to reach more people and greatly build our stature. Our work in marketing and communications will have impact for years to come, and our time in the Sands Cares Accelerator has set us up well to grow into the future.”

The Sands Cares Accelerator was inspired by the entrepreneurial and philanthropic legacy of Sands’ founder Sheldon G. Adelson. Since 2017, the program has provided nine organizations in Las Vegas, Singapore and Macao with focused resources for building their capacity to better serve their missions.

To learn more about the Sands Cares Accelerator and its focus on building nonprofit capacity, visit: https://www.sands.com/responsibility/communities/sands-cares-accelerator/

Published by Las Vegas Sands on April 21, 2026

April 29, 2026 /3BL/ – Sands held its annual global virtual celebration to honor the work of members in its flagship capacity-building program for nonprofit organizations, the Sands Cares Accelerator. The event’s highlight was the official commemoration of The LGBTQ+ Center of Las Vegas (The Center) as the program’s sixth graduate.

Through the Sands Cares Accelerator, Sands works with nonprofit members over a three-year period to incubate a strategic program or initiative and provides resources of funding, planning support, facilitation, counsel and mentorship.

The Center’s goal in the program was to uplevel its marketing and communications function to build greater awareness of its services, sustain funding development, and elevate its reputation as the leading resource and advocate for the LGBTQ+ community in Greater Las Vegas.

During its time in the Sands Cares Accelerator, The Center pursued work streams that created a cohesive and compelling storytelling platform for the organization’s mission, services and impact on the Las Vegas LGBTQ+ community, as well as a number of avenues to increase its visibility.

Setting a strong foundation in year one, The Center fielded a survey to measure awareness and found that many in Southern Nevada were unaware of the organization, yet nearly half of respondents had interest in donating.

Using these insights, The Center rebranded its offerings through a messaging framework that focused on its pillars of advocacy, health and wellness, and community services, and integrated the platform into its website, marketing materials and trainings for board members and staff.

With the storytelling framework in hand, The Center used its Sands Cares Accelerator resources to create a multiyear radio and television campaign with the Nevada Broadcasters Association that netted a 33-to-1 value in airtime, as well as worked to amplify visibility in other earned media and its social platforms.

In its final year in the program in 2025, the organization evolved its crisis communications plan and annual Impact Report, produced new videos to better tell its story and engage with donors, and built a podcast recording studio that enabled the podcast’s premier in February 2026.

Representing the success of its visibility efforts, The Center’s social media channels achieved top performance in 2025, with a 162% increase in its Facebook and Instagram views during its three-year membership, as well as a 63.5% increase in new Facebook followers and a 100% increase in new Instagram followers.

“What we’ve been able to achieve as a member the Sands Cares Accelerator is a ground-up review and rebuild of our entire communications and marketing program,” CEO John Waldron said. “The results of our multifaceted communications initiatives have made measurable impact in our ability to reach the community and serve more people with resources they need.”

One of the ways The Center tracked its progress during the Sands Accelerator was through market research measuring awareness of The Center and its services. In 2024, 22% of respondents said they had heard of The Center. Earlier this year, the number jumped to 38%, a 70% increase from 2024, and that growth was consistent across all demographics.

“By conducting this research two years apart, we were able to clearly see how our efforts were moving the needle,” Waldron said. “In marketing terms, these results puts us at critical mass – the point where awareness begins to build on itself and momentum takes over. We also saw a meaningful increase in the number of people who say they would consider donating to The Center, and with the opening of the Gavin J. Goorjian Health Center, awareness of our health services has grown significantly as well.”

In fact, visitation at both of The Center’s health care facilities increased. Improved marketing drove an uptick in visits to The Center’s Arlene Cooper Community Health Center, which focuses on sexual health screenings and preventive services, and the more recently opened Goorjian Community Health Center, which provides primary care, gynecological services and a pharmacy. Across both facilities, visits increased 54% year over year, from 11,112 in 2024 to 17,125 in 2025.

A stronger marketing program also resulted in The Center’s most successful Honorarium gala, with more than 800 people attending the event last November and the most funding raised in its 30-year history.

Finally, The Center’s marketing progress has strengthened its reputation. Last year, the organization was recognized by the Las Vegas Chamber of Commerce as the Small Business of the Year and awarded the Community Leadership Award by Silver State Equality.

In 2024, Waldron was asked to join CEO Exchange, a collaboration of Southern Nevada’s largest nonprofit organizations that work together to strengthen the social safety net. The Center also is collaborating with the National Association of Community Health Centers, the nation’s leading advocacy organization working to advance community health centers as the foundation of an equitable health care system.

“We credit these connections to the increase in visibility we’ve been able to make through resources from the Sands Cares Accelerator,” Waldron said. “With the ability to better tell our story and the assets we received to drive visibility, we were able to accelerate performance of a critical function that has impact on all aspects of our work, enabling us to reach more people and greatly build our stature. Our work in marketing and communications will have impact for years to come, and our time in the Sands Cares Accelerator has set us up well to grow into the future.”

The Sands Cares Accelerator was inspired by the entrepreneurial and philanthropic legacy of Sands’ founder Sheldon G. Adelson. Since 2017, the program has provided nine organizations in Las Vegas, Singapore and Macao with focused resources for building their capacity to better serve their missions.

To learn more about the Sands Cares Accelerator and its focus on building nonprofit capacity, visit: https://www.sands.com/responsibility/communities/sands-cares-accelerator/

ATLANTA, April 29, 2026 /3BL/ – As global food systems face mounting pressure from conflict, climate shocks and rising hunger, new and ongoing wars are driving up fertilizer costs and pushing food prices higher worldwide. Against this backdrop, a new CARE report Why Food Loss & Waste Technologies Scale or Fail, released today, finds that reducing food loss and waste is one of the most effective—and often overlooked—solutions to strengthen food security and resilience for millions of smallholder farmers, especially women.

High food prices are hitting hardest in countries already grappling with hunger and conflict, where smallholder farmers, especially women, have the least buffer to absorb rising costs and the impact of disrupted supply chains. As fertilizer prices climb and access becomes more limited, many farmers will have lower yields, thus deepening food insecurity and putting additional strain on already vulnerable communities.

The CARE report shows that while over 30% of food produced globally is lost or wasted, solutions to reduce these losses already exist, but too often fail to reach scale. “The women at the center of our food systems are already innovating, organizing, and investing in solutions,” says Ann Vaughan, CARE’s Associate Vice President for Resilient Futures. “What’s missing is the financing and market infrastructure to let those solutions reach scale. When we close that gap, we don’t just reduce waste — we build more resilient food systems from the ground up.”

Global food systems are under increasing stress. Hunger has risen for six consecutive years, while conflict and extreme weather events continue to disrupt production and supply chains. At the same time, nearly $1 trillion worth of food is lost or wasted every year, enough to feed over a billion people. Food losses and waste are also drivers of malnutrition, not just hunger.

The foods most frequently lost or wasted are nutrient-dense perishables: vegetables, fruits, eggs, milk and animal-source foods that women and young children often struggle to access and afford. Smallholder farmers—who produce much of the world’s food—are among the hardest hit. Women, who make up around 40% of the global agricultural labor force, bear a disproportionate burden, yet remain the most excluded from accessing technologies, finance, and markets.

CARE’s research across 21 countries shows that practical solutions—such as solar drying, improved food storage, small-scale processing, and circular economy approaches that turn waste into inputs—can significantly reduce food loss, increase incomes, and improve nutrition.

However, the report finds that technologies alone are not enough. Many initiatives fail because they do not account for the realities of smallholder farmers, particularly women. “What works is not just the technology, but the systems built around it,” says Emily Janoch, Associate Vice President for Program Strategy and Innovation at CARE. “Solutions scale when they reduce women’s time burden, create viable business opportunities, ensure reliable market demand, and provide financing.”

Biodigesters, one of the solutions highlighted in the report, are large, sealed containers where microorganisms break down organic material, including farm waste, through a natural process. They not only reduce dependency on imported fertilizers, but also power a cookstove with natural gas, thus dramatically improving indoor air quality and reducing the need for cutting forest wood.

Prior to using a biodigester, Norma Hernández, a smallholder farmer in a CARE project in Honduras, wondered how much she could save on fertilizer for her garden and farm. After the biodigester was installed, she reduced fertilizer spending and experienced direct health benefits.

“We noticed something amazing in the health of my children and in my own. We no longer breathe smoke, and there’s no more soot on my stove; now everything is very clean, says Hernandez. “The stove helps me save time, so I’m not rushed anymore. I can spend more time with my children and help them with their schoolwork.”

Examples of impactful solutions highlighted in the report include:

• Solar drying, a method that reduces post-harvest-spoilage. When linked to guaranteed buyers, it unlocks market demand.
• Hermetic storage, an air-tight, moisture-free method that preserves grain commodities and prevents molds and insects. It can be accessed through community savings groups.
• Biodigesters and biochar turn agricultural waste into valuable inputs.
• Biodigesters use microorganisms to break down organic waste, producing biogas for cooking or energy and nutrient-rich fertilizer. Biochar converts crop residues into a stable, carbon-rich soil amendment that improves fertility, water retention, and long-term carbon storage.
• Women-led processing businesses that increase incomes and reduce losses.

The report underscores that solutions that work for women must be co-designed with their input. Women do up to half of post-harvest work but are less likely to adopt technologies if they’re not designed with women in mind and due to barriers such as limited access to land, credit, and decision-making power. When these barriers are addressed—through inclusive design, financing, and support systems—adoption increases and impacts are sustained.

With food systems facing escalating risks, CARE’s message to donors, governments, and the private sector is clear. “Donors should fund a full spectrum of interventions and not just technologies,” says Vaughan. “Governments can prioritize post-harvest solutions and improve data and standards. Private companies can lead on innovation by co-design solutions with women farmers, offer flexible financing, and commit to reliable purchasing agreements.”

The report’s authors say these solutions are “no-regret investments” because they deliver immediate benefits for farmers while building long-term resilience against future shocks. “Right now, we are seeing the far-reaching effects of disrupted supply chains,” says Elly Kaganzi, CARE’s Director of Global Agriculture, Livelihoods and Market Systems, “Rising fuel prices increases food cost and force families to make tough choices. We can mitigate this by investing in scalable solutions that reduce food loss and waste.”

CARE is committed to scaling solutions that work including training 500,000 farmers in reducing food waste and loss, expanding women-led enterprises, and improving access to finance for smallholders. As global crises intensify, the report makes clear that reducing food loss and waste is not optional but an essential step in mitigating hunger and averting future food crises.

For media inquiries, please email usa.media@care.org

by Virginie le Barbu, Executive Director of Global Sustainability, International Markets, Lenovo 

Earth Day is often a moment for reflection. For me, it is also a reminder that the sustainability conversation has entered a new phase.

Across the channel, there is no shortage of ambition. Where partners were once focused on where to begin, they are now making commitments, setting targets, and embedding sustainability into long-term plans. The harder question now is execution: turning commitments into operations, credible data, and customer value.

That matters more than ever because sustainability is no longer sitting on the sidelines of business strategy. It is increasingly shaping how customers evaluate partners, where they see differentiation, and which solutions they trust to deliver long-term value.

In other words, the gap between commitment and execution is becoming a commercial issue.

From commitment to execution

The challenge today is operationalizing sustainability.

For many, friction starts with the basics. There are too many frameworks, too many reporting expectations, and not enough consistency in what good looks like across markets. Many partners are still trying to establish a baseline, collect reliable data, and decide which actions will matter most to customers. Smaller teams feel that pressure especially acutely.

There is also a business reality behind all of this. Sustainability competes with other priorities for time, budget, and attention. If partners cannot see the path from action to customer value, progress slows.

This is the gap the Lenovo 360 Circle community was designed to address. We saw partners working on the same challenges in silos, often rebuilding from scratch. What they needed was a faster way to learn, a common language, and a clearer view of what to prioritize.

Today, the community includes more than 800 partners across 67 countries, representing more than 3,200 local entities and 44% of Lenovo’s channel revenue. Its value goes beyond scale. It’s the ability to align around shared outcomes, practical playbooks, and a common view of how sustainability can support both impact and growth.

What we’ve learned together

One of the clearest lessons has been that partners do not need more theory. They need reusable examples, simple tools, stronger reporting readiness, and clearer proof points they can take into customer conversations.

We have also learned that the conversation has matured. Early on, the question was why sustainability mattered. Today, the discussion is much more practical: how to implement it, how to measure it credibly, and how to build it into go-to-market motions.

That shift has been valuable for Lenovo, too. Partner feedback is helping us refine how we think about data, solution design, and customer demand. Lenovo 360 Circle has become a feedback loop that keeps our sustainability strategy grounded in what is usable and scalable in the market.

From strategy to commercial impact

What I find most encouraging right now is that more partners are treating sustainability as a growth lever, not just a reporting requirement. They are using it to strengthen trust, differentiate with customers, and open new revenue opportunities.

We see that most clearly in areas like circular IT and energy-efficient infrastructure. Circular models such as take-back, refurbishment, reuse, and as-a-service can extend asset life, improve supply resilience, and create new value for both partners and customers. Energy efficiency is becoming equally important as customers look for ways to manage rising power demand and operating costs.

This is where sustainability becomes tangible. It moves from aspiration into proof points, measurable outcomes, and repeatable offers.

Lenovo’s role is to help make that tangible for partners. That means connecting technology, data, and go-to-market execution so partners can bring sustainability directly into customer conversations with confidence. As AI adoption grows, so does demand for compute, energy, governance, and transparency. We are already seeing customers ask tougher questions about energy use, data privacy, explainability, and accountability. That raises the bar for the channel. It also creates an opportunity for partners who can connect responsible AI, efficient infrastructure, and credible sustainability reporting in a way customers can trust.

Turning momentum into action

This June, we will bring our community together again at the Lenovo 360 Circle Summit.

Moments like this are where sustainability moves from strategy to execution, turning measurement, economic signals, and co-innovation into actions that scale. It’s an opportunity for partners to align on what to measure, how to make the business value visible, and where to invest to drive both growth and impact.

Partners can expect a practical, high-energy forum to align on what to measure, how to make the economics visible, and where to invest so we can design business models that grow the business while accelerating real-world outcomes.

The goal is simple: partners leave not just inspired, but equipped with practical frameworks, clearer priorities, and new ways to accelerate outcomes across their products, services, and ecosystems.

The partners that will win are the ones that can turn sustainability into measurable impact and clear ROI for their customers, whether that’s lower energy use, extended asset life, or more transparent reporting.

At Lenovo, our focus is to make that easier to deliver through the right technology, the right data, and a partner ecosystem built to move together.

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Registered partners can learn more about Lenovo 360 Circle and Lenovo 360 partner framework by visiting Lenovo Partner Hub. 

by Virginie le Barbu, Executive Director of Global Sustainability, International Markets, Lenovo 

Earth Day is often a moment for reflection. For me, it is also a reminder that the sustainability conversation has entered a new phase.

Across the channel, there is no shortage of ambition. Where partners were once focused on where to begin, they are now making commitments, setting targets, and embedding sustainability into long-term plans. The harder question now is execution: turning commitments into operations, credible data, and customer value.

That matters more than ever because sustainability is no longer sitting on the sidelines of business strategy. It is increasingly shaping how customers evaluate partners, where they see differentiation, and which solutions they trust to deliver long-term value.

In other words, the gap between commitment and execution is becoming a commercial issue.

From commitment to execution

The challenge today is operationalizing sustainability.

For many, friction starts with the basics. There are too many frameworks, too many reporting expectations, and not enough consistency in what good looks like across markets. Many partners are still trying to establish a baseline, collect reliable data, and decide which actions will matter most to customers. Smaller teams feel that pressure especially acutely.

There is also a business reality behind all of this. Sustainability competes with other priorities for time, budget, and attention. If partners cannot see the path from action to customer value, progress slows.

This is the gap the Lenovo 360 Circle community was designed to address. We saw partners working on the same challenges in silos, often rebuilding from scratch. What they needed was a faster way to learn, a common language, and a clearer view of what to prioritize.

Today, the community includes more than 800 partners across 67 countries, representing more than 3,200 local entities and 44% of Lenovo’s channel revenue. Its value goes beyond scale. It’s the ability to align around shared outcomes, practical playbooks, and a common view of how sustainability can support both impact and growth.

What we’ve learned together

One of the clearest lessons has been that partners do not need more theory. They need reusable examples, simple tools, stronger reporting readiness, and clearer proof points they can take into customer conversations.

We have also learned that the conversation has matured. Early on, the question was why sustainability mattered. Today, the discussion is much more practical: how to implement it, how to measure it credibly, and how to build it into go-to-market motions.

That shift has been valuable for Lenovo, too. Partner feedback is helping us refine how we think about data, solution design, and customer demand. Lenovo 360 Circle has become a feedback loop that keeps our sustainability strategy grounded in what is usable and scalable in the market.

From strategy to commercial impact

What I find most encouraging right now is that more partners are treating sustainability as a growth lever, not just a reporting requirement. They are using it to strengthen trust, differentiate with customers, and open new revenue opportunities.

We see that most clearly in areas like circular IT and energy-efficient infrastructure. Circular models such as take-back, refurbishment, reuse, and as-a-service can extend asset life, improve supply resilience, and create new value for both partners and customers. Energy efficiency is becoming equally important as customers look for ways to manage rising power demand and operating costs.

This is where sustainability becomes tangible. It moves from aspiration into proof points, measurable outcomes, and repeatable offers.

Lenovo’s role is to help make that tangible for partners. That means connecting technology, data, and go-to-market execution so partners can bring sustainability directly into customer conversations with confidence. As AI adoption grows, so does demand for compute, energy, governance, and transparency. We are already seeing customers ask tougher questions about energy use, data privacy, explainability, and accountability. That raises the bar for the channel. It also creates an opportunity for partners who can connect responsible AI, efficient infrastructure, and credible sustainability reporting in a way customers can trust.

Turning momentum into action

This June, we will bring our community together again at the Lenovo 360 Circle Summit.

Moments like this are where sustainability moves from strategy to execution, turning measurement, economic signals, and co-innovation into actions that scale. It’s an opportunity for partners to align on what to measure, how to make the business value visible, and where to invest to drive both growth and impact.

Partners can expect a practical, high-energy forum to align on what to measure, how to make the economics visible, and where to invest so we can design business models that grow the business while accelerating real-world outcomes.

The goal is simple: partners leave not just inspired, but equipped with practical frameworks, clearer priorities, and new ways to accelerate outcomes across their products, services, and ecosystems.

The partners that will win are the ones that can turn sustainability into measurable impact and clear ROI for their customers, whether that’s lower energy use, extended asset life, or more transparent reporting.

At Lenovo, our focus is to make that easier to deliver through the right technology, the right data, and a partner ecosystem built to move together.

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Registered partners can learn more about Lenovo 360 Circle and Lenovo 360 partner framework by visiting Lenovo Partner Hub. 

by Virginie le Barbu, Executive Director of Global Sustainability, International Markets, Lenovo 

Earth Day is often a moment for reflection. For me, it is also a reminder that the sustainability conversation has entered a new phase.

Across the channel, there is no shortage of ambition. Where partners were once focused on where to begin, they are now making commitments, setting targets, and embedding sustainability into long-term plans. The harder question now is execution: turning commitments into operations, credible data, and customer value.

That matters more than ever because sustainability is no longer sitting on the sidelines of business strategy. It is increasingly shaping how customers evaluate partners, where they see differentiation, and which solutions they trust to deliver long-term value.

In other words, the gap between commitment and execution is becoming a commercial issue.

From commitment to execution

The challenge today is operationalizing sustainability.

For many, friction starts with the basics. There are too many frameworks, too many reporting expectations, and not enough consistency in what good looks like across markets. Many partners are still trying to establish a baseline, collect reliable data, and decide which actions will matter most to customers. Smaller teams feel that pressure especially acutely.

There is also a business reality behind all of this. Sustainability competes with other priorities for time, budget, and attention. If partners cannot see the path from action to customer value, progress slows.

This is the gap the Lenovo 360 Circle community was designed to address. We saw partners working on the same challenges in silos, often rebuilding from scratch. What they needed was a faster way to learn, a common language, and a clearer view of what to prioritize.

Today, the community includes more than 800 partners across 67 countries, representing more than 3,200 local entities and 44% of Lenovo’s channel revenue. Its value goes beyond scale. It’s the ability to align around shared outcomes, practical playbooks, and a common view of how sustainability can support both impact and growth.

What we’ve learned together

One of the clearest lessons has been that partners do not need more theory. They need reusable examples, simple tools, stronger reporting readiness, and clearer proof points they can take into customer conversations.

We have also learned that the conversation has matured. Early on, the question was why sustainability mattered. Today, the discussion is much more practical: how to implement it, how to measure it credibly, and how to build it into go-to-market motions.

That shift has been valuable for Lenovo, too. Partner feedback is helping us refine how we think about data, solution design, and customer demand. Lenovo 360 Circle has become a feedback loop that keeps our sustainability strategy grounded in what is usable and scalable in the market.

From strategy to commercial impact

What I find most encouraging right now is that more partners are treating sustainability as a growth lever, not just a reporting requirement. They are using it to strengthen trust, differentiate with customers, and open new revenue opportunities.

We see that most clearly in areas like circular IT and energy-efficient infrastructure. Circular models such as take-back, refurbishment, reuse, and as-a-service can extend asset life, improve supply resilience, and create new value for both partners and customers. Energy efficiency is becoming equally important as customers look for ways to manage rising power demand and operating costs.

This is where sustainability becomes tangible. It moves from aspiration into proof points, measurable outcomes, and repeatable offers.

Lenovo’s role is to help make that tangible for partners. That means connecting technology, data, and go-to-market execution so partners can bring sustainability directly into customer conversations with confidence. As AI adoption grows, so does demand for compute, energy, governance, and transparency. We are already seeing customers ask tougher questions about energy use, data privacy, explainability, and accountability. That raises the bar for the channel. It also creates an opportunity for partners who can connect responsible AI, efficient infrastructure, and credible sustainability reporting in a way customers can trust.

Turning momentum into action

This June, we will bring our community together again at the Lenovo 360 Circle Summit.

Moments like this are where sustainability moves from strategy to execution, turning measurement, economic signals, and co-innovation into actions that scale. It’s an opportunity for partners to align on what to measure, how to make the business value visible, and where to invest to drive both growth and impact.

Partners can expect a practical, high-energy forum to align on what to measure, how to make the economics visible, and where to invest so we can design business models that grow the business while accelerating real-world outcomes.

The goal is simple: partners leave not just inspired, but equipped with practical frameworks, clearer priorities, and new ways to accelerate outcomes across their products, services, and ecosystems.

The partners that will win are the ones that can turn sustainability into measurable impact and clear ROI for their customers, whether that’s lower energy use, extended asset life, or more transparent reporting.

At Lenovo, our focus is to make that easier to deliver through the right technology, the right data, and a partner ecosystem built to move together.

---

Registered partners can learn more about Lenovo 360 Circle and Lenovo 360 partner framework by visiting Lenovo Partner Hub. 

Ancestry, the global leader in family history, published its 2025 Impact Report, detailing the company’s ongoing commitment to enhancing its products and leveraging its resources to build a better future for generations to come. The report outlines key achievements across the business in 2025, showcasing efforts to empower its people and partners, deliver meaningful service to customers, and make a positive impact on communities and the planet.

“We remain unwavering in our commitment to meaningfully serve our customers while operating our business in a manner that is good for both people and the planet,” said Howard Hochhauser, President & CEO of Ancestry. “Our Impact Report reflects how we are expanding access to history, strengthening trust through responsible data and technology practices, and helping future generations discover where they come from and see themselves in the stories of the past.”

The 2025 Impact Report highlights Ancestry’s progress in key areas, including:

• Expanding Access to Historical Records: Exceeded Ancestry’s 3-year philanthropic commitment to allocate $3 million to making culturally significant history that is at risk of being forgotten available to everyone at no cost. In 2025 alone, Ancestry made more than 13 million culturally significant records available to everyone for free, including new collections related to enslavement and the Holocaust.
• Powering Discoveries for All: Added over 4 billion new records and introduced 68 new and updated DNA regions, helping more than 29 million people connect to over 3,600 places worldwide.
• Empowering Students: Exceeded 3-year goal of providing more than 10 million students with free access to historical records through AncestryClassroom®, reaching over 13.8 million students in total after expanding access by 800,000 students in 2025 alone. Additionally, Ancestry awarded 26 scholarships through the HistoryMakers College Tour and Scholarship program.
• Driving Sustainability: Innovated across the supply chain to reduce emissions in production and distribution per AncestryDNA® kit by 8.1%.

To learn more and to view the full 2025 Impact Report, please visit https://www.ancestry.com/corporate/annual-impact-report.

About Ancestry®
Ancestry®, the global leader in family history, connects everyone with their past so they can discover, preserve, and share their unique family stories. With our unparalleled collection of more than 70 billion records, over 3.8 million subscribers, and over 29 million people in our growing DNA network, customers can discover their family story and gain a new level of understanding of their lives. Over the past 40 years, we’ve built trusted relationships with millions of people who have chosen us as the platform for discovering, preserving and sharing the most important information about themselves and their families.

Media Contact:
Jillian McCoy, Director, Corporate Responsibility & Communications
Dept.: Communications

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