Tag: 3BL

While kidney transplant is the optimal treatment path for end stage kidney disease (ESKD), complex logistical, financial and educational barriers can often stand in the way for many patients interested in pursuing it.

The process can require rigorous medical, financial and emotional preparation. Clinical social workers help with this. In addition to guiding patients to successful transplantation, they help drive systemic efficiencies that can help reduce long-term costs and help increase access to life-saving transplant care.

The Critical Role of Social Workers as Educators and Supporters

Getting on and staying on the transplant waitlist requires understanding health information and needs, persistent advocacy, the ability to navigate complex healthcare systems. Social workers play a foundational role in this process by helping:

• Support Navigating the Process: Educating patients on the medical and logistical requirements of receiving a transplant, helping to resolve or mitigate anxiety or ambivalence the patient may be experiencing.
• Address Social Drivers of Health: Identifying and mitigating barriers such as transportation, financial instability or lack of caregiver support that could disqualify a patient from transplant eligibility.
• Provide Encouragement: Advocating for patients and helping  take an active role in their care, which supports adherence and long-term outcomes.

A Personal Perspective on the Transplant Journey: Angela Laino

In January 2026, Angela Laino made the profound decision to become a living donor.

“I just felt like that was my purpose,” Laino says. “It really was on my heart, like something was driving me in that direction.”

Laino was already familiar with the impact living donation can have on kidney patients. As a DaVita social worker, she has supported patients in pursuing their own kidney transplant goals — educating them on the process, connecting them with transplant centers, talking through the potential to find a living donor and more.

In addition to supporting patients directly, Laino collaborates with transplant champions across DaVita and divisional lead social workers. By sharing updates on transplantation and discussing the potential impact on patients, Angela and others collaborate on ways to support field social workers in their work with transplantation and help provide the tools they need for success.

“Education — for patients and for care teams — is an ongoing dialogue,” Laino says. “Now, I lean on my personal experience in addition to the experiences I’ve had working with patients.”

By integrating her lived experiences with clinical expertise, Laino is dedicated to creating connection that resonates with patients.

“There are quite a few myths that exist around transplant — many of them are what we call modifiable barriers. These can include age, weight, tobacco use or previous cancer diagnoses,” Laino shares. “We educate in a variety of formats to help dispel those myths.”

Addressing these modifiable barriers through targeted clinical techniques, DaVita social workers are providing a scalable health model — keeping patients on track for transplant and helping address clinical and non-clinical risks for high-cost acute care.

Driving System-Wide Value Through Patient Education

When patients are adequately prepared for a transplant, the healthcare system benefits as a whole. Effective social work intervention can help support:

• Reduced Time to Wait List: Proactive education helps patients complete evaluations faster with increased trust. Studies have shown that effective education increased understanding of the evaluation process and waitlist placement while also reducing concerns about waitlist placement.
• Improved Transplant Survival Rates: Educated patients are more likely to adhere to complex post-transplant medication regimens, reducing the risk of rejection and costly readmissions.
• Optimized Resource Use: When social workers can address social drivers of health early, they can strategically help reduce risk of emergency interventions and lower the cost of care.

“At DaVita, we go beyond education. With our training, we are positioned in our centers to provide behavioral health interventions for our patients so they can break down barriers to transplant,” Laino shares.

This includes supporting patients through motivational interviewing, assessing their readiness for change and advocating for them so they have a good understanding of the expectations in the transplant journey.

“For example, if I have a patient who uses tobacco, I can provide counseling and resources to help the patient stop tobacco use,” Laino says. “If a patient needs to meet a certain goal weight to be evaluated for transplant, I collaborate with the clinic dietitian. I will also use clinical interventions, such as motivational interviewing, cognitive-behavioral and solution-focused brief counseling interventions. It is all about meeting the patient where they are and supporting them in meeting their goals. We work to empower our patients, so that they can be successful in the goals they set for themselves.”

The Systemic Value of Transplant Care

Ultimately, the journey from dialysis to a successful kidney transplant is not achieved through clinical intervention alone. It requires a holistic care model where social workers are empowered to act as educators, advocates and skilled clinicians.

By creating access to multidisciplinary care, DaVita is working to increase access to transplant for every eligible patient.

August 5, 2026 /3BL/ – As demand grows for market-based solutions that address climate change, biodiversity loss and growing fiscal pressures facing many countries, The Nature Conservancy (TNC) is expanding its impact investing and nature finance team, NatureVest. This expansion reflects TNC’s commitment to advancing innovative financing solutions that deliver conservation, climate, community, economic, and fiscal benefits while maximizing emerging opportunities to scale impact.

Since its launch in 2014, NatureVest has built a portfolio representing more than $4 billion in committed capital across more than 25 countries, demonstrating how well-structured investments can support ecosystems, strengthen community resilience and generate competitive financial returns. To support this momentum, NatureVest has appointed Jennifer (Jen) Louie as Managing Director of Nature Finance, alongside two new senior roles supporting its innovative sovereign debt and climate-finance projects. Together, these additions strengthen NatureVest’s existing ability to source, structure and close transactions across its strategic areas.

Jen brings more than two decades of experience spanning investment management, private credit, debt capital markets and impact investing, including leadership roles at Closed Loop Partners and across emerging markets in Africa and Asia. As Managing Director of Nature Finance, Jen leads the teams responsible for sourcing and advancing new opportunities across private impact investing and sovereign debt solutions and emerging climate-finance initiatives.

A key component of this work is supporting the pipeline for TNC’s Nature Bonds Program, which pioneered the debt conversion model that helps countries unlock sustainable long-term financing for nationally aligned conservation and climate priorities while advancing their financial, economic, and development goals. To date, TNC has successfully closed six Nature Bonds projects now in implementation in Seychelles, Barbados, Belize, Gabon, The Bahamas and Ecuador. Over the past decade, TNC has built an interdisciplinary team of dedicated finance, legal, conservation and climate science, trust fund and safeguards experts to advance this growing asset class. As interest in debt-for-nature and related sovereign debt transactions grows globally, TNC continues to advance a pipeline of potential debt conversion opportunities around the world, drawing on TNC’s deep expertise in originating, structuring, negotiating and executing these debt conversions.

To support this growing body of work, NatureVest has also recruited Matthew Newman as a Director, Sustainable Debt, where he will lead large-scale sovereign debt transactions across emerging markets to mobilize capital for climate and nature at scale. Matthew brings nearly a decade of experience in impact investing, development finance and transaction advisory within emerging markets, including roles at ISF Advisors and Impact Investment Exchange, where he designed and structured blended finance solutions across Africa, Asia and Latin America.

In addition, Heather Bateman recently joined NatureVest as a Director, Impact Investments, Green Climate Fund, where she will lead efforts to develop, structure, and advance investment opportunities that leverage Green Climate Fund resources in support of climate resilience. Heather brings more than 15 years of experience in global finance, impact investing, and international development advisory, including from her most recent role as Investment Director at the U.S. International Development Finance Corporation, where she led debt and credit guarantee transactions with financial institutions across Sub-Saharan Africa and Asia.

“For more than a decade, NatureVest has helped demonstrate that conservation outcomes and investment outcomes can go hand in hand,” said Cat Burns, Managing Director of NatureVest. “We’re expanding our team to build on that foundation and scale the next generation of finance solutions that meet the moment.”

“The challenges facing our world today require solutions that bring together diverse stakeholders, expertise and sources of capital,” said Melissa Weigel Benn, Managing Director, Strategy & Capital Raising at TNC. “Working with fund managers, sovereign nations, capital providers, credit enhancers, trust funds, Indigenous Peoples and local communities, TNC designs innovative approaches that align financial and conservation objectives. From private impact investment strategies to sovereign debt solutions, we see tremendous opportunity to help mobilize capital and build on our track record to meet the growing demand for practical, scalable nature finance solutions.”

Looking ahead, this new leadership will help scale TNC’s impact, deepen strategic collaborations, and pursue emerging opportunities.

 

Media Contact

Rachel Winters
Deputy Director, Global Media Relations
The Nature Conservancy
Email: rwinters@tnc.org

AMSTERDAM, August 5, 2026 /3BL/ – SCS Global Services, an international leader in third-party sustainability certification and verification for more than 40 years, today announced that Elena Schmidt will join the company as Managing Director of SCS Europe, effective January 2027.

Schmidt brings 18 years of experience in sustainability and decarbonization to the role, having worked as an auditor, standard setter, innovator, market enabler, government advisor, and industry partner. She joins SCS Global Services from the Roundtable on Sustainable Biomaterials (RSB), where she served as Executive Director and led the organization through a period of significant growth and transformation.

During her tenure at RSB, Schmidt oversaw the establishment of the RSB Book & Claim system, now recognized as a best practice adopted across the aviation, shipping, road, and heavy industry sectors. She also advised on the development of sustainability criteria and a certification framework for International Civil Aviation Organization (ICAO) Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA), and she led development of the Biomass Balance Standard in collaboration with BASF, now adopted across multiple industries and regions worldwide.

Schmidt currently serves on the Science Based Targets initiative (SBTi) Validation Council and on the Board of the Smart Freight Centre.

“It is an honor to join a company that has embedded sustainability in its mission for more than 40 years,” said Schmidt. “At SCS Global Services, sustainability is not merely a product line among many; it is the company’s purpose.”

Schmidt’s appointment builds on the momentum of SCS Global Services Europe B.V., the company’s dedicated EU-based entity established to help companies navigate the region’s expanding climate and sustainability regulatory landscape, including the Carbon Border Adjustment Mechanism (CBAM), the EU Deforestation Regulation (EUDR), and the Corporate Sustainability Reporting Directive (CSRD).

“I am eager to establish SCS Europe as a premier certification partner for industry and the public sector, renowned for impartial assessments, scientific expertise, and exceptional quality,” said Schmidt. “Our goal is to assist decision-makers in procurement and investments, ensure compliance with regulatory and voluntary standards, support credible claims, and enhance supply chain resilience through measurable progress in sustainability metrics.”

About SCS Global Services: 

SCS Global Services is an international leader in third-party environmental and sustainability verification, certification, auditing, and standards development with over 40 years of experience. 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 San Francisco, California, SCS Global Services 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 certification partner to companies, agencies, and advocacy organizations due to its dedication to quality and professionalism. SCS Global Services is a California-chartered Benefit Corporation, reflecting its commitment to socially and environmentally responsible business practices. SCS Global Services 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. 

Media Contact 

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

MilliporeSigma, the U.S. and Canada Life Science business of Merck KGaA, Darmstadt, Germany, has been recognized by the Business Intelligence Group (BIG) with a 2026 Sustainability Product of the Year Award (Physical Category) for its bio-based solvent portfolio for High-Performance Liquid Chromatography (HPLC).

Launched in April 2026, the award-winning portfolio is the first-of-its-kind, patent-pending line of bio-based HPLC solvents. The portfolio helps laboratories deliver on average 25.9% lower carbon dioxide equivalents compared with conventional fossil-fuel-based HPLC-grade solvents. Designed as true drop-in replacements, the solvents enable customers to advance their sustainability goals without changing validated methods, modifying instruments or disrupting laboratory workflows.

 

The BIG Sustainability Awards recognize companies, products and teams that are translating sustainability commitments into measurable business and environmental outcomes. This year’s winners represent organizations that are embedding sustainability into the way they design products, operate their businesses, and create long-term value.

Judges said the submission stood out because it, “clearly demonstrated a strong technical innovation with measurable sustainability benefits and a well-defined value proposition.” They also noted it, “delivers a meaningful carbon reduction without forcing laboratories to redevelop validated methods.”

This recognition underscores MilliporeSigma’s commitment to embedding sustainability into product innovation by developing solutions that help customers reduce their environmental impact while maintaining the quality, precision and reliability essential to scientific research and manufacturing.

To explore this year’s BIG Sustainability Award winners, visit the BIG’s website.

Learn more about MilliporeSigma’s Sustainability & Social Business Innovation initiatives.

Hunger. It’s a word that defines my “why.”

Our latest Shared Table guest has spent his life unleashing the “hunger” inside people to chase their potential. But when New York Times Best-Selling Author, Entrepreneur and Hunger Advocate, Tony Robbins, and I sat down, we focused on a different kind of hunger – the physical kind. The lack of meals that should never happen.

We explored the threads that connect a rainy night in Brazil to a Thanksgiving door in California – and how those moments turned into a movement. From the Protein Revolution to the three decisions that shape every leader’s life, this is a conversation about what happens when you stop managing circumstances and start creating the future.

Moments Matter: Two Doors, A Common Thread

I’m a firm believer that moments matter. They create threads in you that never go away.

For me, that moment was April 4, 2000, in Brazil. A security guard named Joaquin knocked on my door. He worked in the community where I lived as an expat and had become a bit of a language mentor. That night, Joaquin arrived with his young daughters, who hadn’t eaten for two days. That night changed my life. My family and I still fast for 48 hours every January to keep that memory and mission alive.

Tony’s moment came when he was 11. Thanksgiving Day. His family was eating crackers and peanut butter for dinner. A stranger knocked on the door with groceries and a turkey. Tony’s father, driven by pride, tried to slam the door. The stranger stopped him with a line Tony never forgot: “Sir, don’t let your family suffer because of your ego.” The meaning behind that event – that the world was full of strangers who cared – changed Tony’s world and drove his commitment to pay it forward. Just seven years later, he delivered his first two Thanksgiving meals to families in need.

It turned a moment into a movement and ultimately, Tony’s creation of the 100 Billion Meals initiative.

Best Quote: “I realized that my worst day was my best day. Because if my father had not left, would I be out here feeding people? I don’t know.”

The Protein Gap – and the Coalition to Close It

Hunger can’t be solved with carbs and day-old bakery goods. Tony learned this through his own health journey – moving from years as a vegan, often supplementing with highly processed foods, to vegetarian, to ultimately, coming full circle back to animal protein.

This shared conviction led us to the Coalition to Close the Protein Gap. Protein is the most requested food in the charitable food system, but only 14% of food is distributed, leaving many without access to this essential nutrient. The biggest barrier to closing the gap is improving accessibility and logistics to support distribution.

Alongside Tony, the USDA, U.S. Department of Health and Human Services (HHS), CDC Foundation and U.S. farmers and protein producers, we’ve launched the Coalition to Close the Protein Gap. Our goal? 3 billion protein-rich meals a year.

The Coalition will provide $40 million in funding to expand cold storage and infrastructure. In addition, America’s farmers and protein producers are stepping up to bridge the 800-million-pound gap. HATCH will operationalize the effort, providing infrastructure and logistics. The best part? HATCH isn’t charity; it’s a sustainable system, using a cost-plus model where farmers sell high-quality, lower-demand protein at a small margin. This allows food banks to stretch their budgets further while providing families with consistent, nutritious protein.

Stat to Remember: If hunger were a country, it would be the third-largest country in the world. We have the resources to address hunger, but it requires all of us to come together to serve and give.

The Power of Impossible Goals

When I first met Tony in 2024, HATCH delivered about 20 million meals a year. He shook me up and insisted 100 million meals were possible. He didn’t want incremental improvement, but massive action. His belief: impossible goals force creative thinking and eliminate mediocre options. The Coalition was born from Tony’s challenge. A huge thank you to the American farmers and protein producers who answered the call to take massive action. Coalition members include: Cargill, Case Farms, Inc., Elanco, Hilmar, Koch Foods, Inc., Mountaire Farms, MPS Egg Farms, Perdue Farms, Rose Acre Farms, Sanderson Farms, Simmons Foods, and Tyson Foods, with the support of the American Egg Board, National Cattlemen’s Beef Association, National Chicken Council, National Milk Producers Federation, National Pork Producers Council, National Pork Board and National Turkey Federation.

When we provide the right fuel, we change health and well-being forever.

The Number to Remember: 9

• 9 Amino Acids: Protein delivers the nine essential amino acids often called the building blocks of life.
• Age 9: If we can create the right dietary habits by age 9, we can permanently change a child’s health and cognitive trajectory.
• Genesis 9: The verse where God grants man the liberty to consume animal protein for nourishment.

The Hunger in Us: Focus, Meaning, Action

Our focus shifted from physical hunger to our hunger to unleash people’s potential and leadership. Tony shared the three decisions we unconsciously make multiple times a day that change everything when you intentionally consider them:

• What are you going to focus on? (What’s wrong or what’s possible?)
• What does it mean? (Events are neutral; the positive or negative emotion we assign to them creates the meaning.)
• What are you going to do? (Consistently acting in support of your goals strengthens belief in your capability.)

Tony, thank you for the partnership, the push and for being one of those rare people who take others to places they wouldn’t go on their own. Your lifelong dedication to feeding billions is more than philanthropy – it is a masterclass in turning a personal “why” into a global “how.”

Big Takeaway: A meal is more than just food – it’s the connection that happens when we come together around the table. We aren’t just filling plates; we are fueling the human potential that builds healthy communities.

Will you join our table? We’ve launched ‘The Missing Piece’ crowdfunding campaign. Tony has committed $8 million in matching funds. Your support builds the infrastructure to connect animal protein – meat, eggs and dairy – to families in need.

Donate to The Missing Piece here.

 

Risk management has changed dramatically in recent years. What was once often viewed through the lens of emergency response, compliance audits, or isolated risk assessments has become a much broader business conversation. Today, risk moves faster, crosses borders more easily, and affects everything from workforce health and safety to supply chain performance, regulatory exposure, reputation, and business continuity.

In Episode 3 of Season 3 of Rethinking EHS, host Keith Knoke, Chair of the Board for Inogen Alliance and Executive Vice President at Antea Group USA, is joined by Alizabeth Aramowicz Smith of Antea Group USA and Chris Trim of Peter J. Ramsay & Associates in Australia to discuss how organizations are moving from reactive compliance toward proactive resilience.

Together, they explore why EHS leaders are playing a more strategic role, how leading indicators can help organizations act earlier, why management of change is becoming a critical risk tool, and how global collaboration with local expertise helps companies manage increasingly complex risks across regions.
 

Key Takeaways 

• Risk management is no longer episodic. It is continuous, interconnected, and increasingly shaping business decisions at the highest level.
• EHS risk now touches areas beyond traditional compliance, including workforce resilience, procurement, supply chains, cybersecurity, environmental performance, and business continuity.
• Leading indicators are becoming more important for executives and boards as organizations seek earlier visibility into whether systems are likely to fail.
• Organizations are increasingly using data, Management of Change, and proactive due diligence to identify operational risks before they become costly disruptions.
• Global risk management requires both consistency and local expertise, especially when regulatory expectations, business culture, and operational realities vary by country.

Listen to the full episode: The New Era of Risk Management: From Compliance to Resilience

Why is risk management changing so quickly?

Keith Knoke: Risk feels fundamentally different today. It is faster, more interconnected, and always present. What has changed most?

Alizabeth Smith: One of the biggest changes is speed. A situation at one facility can quickly magnify through social media and other channels, creating impacts across the workforce, supply chain, customer relationships, and broader business performance.

Risk has also expanded beyond the traditional boundaries of EHS. It is no longer limited to emergency response plans or risk assessments. It now touches financial resilience, cybersecurity, environmental health and safety, procurement, and the broader resilience planning of the company.

That shift makes risk management more complex. Instead of one function managing risk in isolation, many stakeholders now need to contribute. The challenge is keeping those voices aligned across corporate offices, regional teams, and local facilities.

Why has EHS become more relevant in the boardroom?

Keith Knoke: Many organizations have large global footprints and relatively small EHS functions. How has EHS become more relevant at the board and strategy level?

Alizabeth Smith: Boards and executive teams are increasingly focused on leading indicators. They want to understand not only what happened last year, but what might happen next. That includes whether systems are about to fail, where staffing or budget decisions may be needed, and how emerging risks could affect business continuity.

Several pressures have elevated EHS conversations, including workforce availability, employee retention, geopolitical issues, supply chain requirements, and regulatory complexity. In that environment, failure is not just a compliance concern. It can affect business performance, staffing, budgets, and long-term resilience.

How did COVID-19 change the way organizations think about risk?

Keith Knoke: Did the pandemic permanently change the role of EHS and organizational risk management?

Chris Trim: COVID-19 created a step change in how people understood risk. It reinforced that there is no such thing as eliminating risk entirely. Instead, organizations need to understand risk, identify issues early, and be as proactive as possible.

Alizabeth Smith: COVID also brought workforce risk to the forefront. Psychosocial risk, employee stress, workforce availability, and the broader relationship between worker wellbeing and business continuity gained a much more prominent role.

While the intensity of EHS influence may have reduced slightly from the peak of the pandemic, many of the indicators, responsibilities, and reporting expectations created during that period remain.

What does it mean to move from compliance to resilience?

Keith Knoke: Traditionally, EHS functions were often focused on downside risk, such as preventing injuries or avoiding environmental harm. Are you seeing a shift toward business resilience?

Chris Trim: Yes. Organizations are increasingly planning ahead and recognizing the value of looking forward. Instead of only asking whether they are compliant today, they are asking what could disrupt operations, what risks are emerging, and what indicators should be monitored.

That shift requires organizations to get people involved early, align management around expectations, and identify the key indicators that need to be communicated to the rest of the business.

For global organizations, resilience depends on more than regulatory compliance. It requires understanding operational risk, workforce risk, supply chain risk, business continuity, and the cultural and regional contexts that influence how risk is managed.

How is due diligence becoming more risk-focused?

Keith Knoke: Are organizations evaluating operational EHS risks earlier during business decisions, such as acquisitions or major investments?

Chris Trim: Yes. Due diligence is increasingly moving beyond a narrow focus on environmental liabilities or regulatory requirements. Organizations want to understand what could interrupt the business, what controls are in place, and how likely certain risks are to occur.

In one example, a due diligence assessment of bus depots identified an underground fuel leak that affected remediation planning and transaction negotiations. The lesson is that reliable information early in the process helps organizations make better business decisions.

Alizabeth Smith: Sustainability, health and safety, occupational health, supply chain resilience, packaging, PFAS, and other operational risks are also showing up earlier in due diligence conversations. These areas can reveal important information about company culture, resilience, and the potential cost of integrating a business into an existing portfolio.

For organizations involved in M&A or global investment decisions, check out Inogen Alliance EHS Due Diligence services, which help clients identify, assess, and prioritize EHS and ESG risks to support informed business decisions.

What leading indicators are helping organizations manage risk earlier?

Keith Knoke: Companies no longer have the luxury of waiting to react. What leading indicators are proving useful, especially for health and safety?

Alizabeth Smith: Some leading indicators have existed for years, but they are gaining traction because organizations now need better visibility into system health. Examples include preventive maintenance completion, corrective action closure, completion of key risk training, and employee improvement suggestions.

These indicators help organizations see whether the system is healthy in the moment. If preventive maintenance slips, for example, it may signal a larger issue before an incident occurs. Digital systems can help aggregate this information across sites, business units, and corporate leadership levels.

This is more than tracking near misses. It is about identifying weak signals, understanding patterns, and acting before something becomes a business interruption, compliance issue, or safety event.

Check out Incident Prevention Programs and Investigation, focusing on reporting, investigation, data analysis, claims management, return-to-work processes, and compliance reporting.

How should companies use EHS data more effectively?

Keith Knoke: Many organizations rely on environmental or EHS information management systems. Are companies becoming more sophisticated in how they interpret that data?

Chris Trim: As organizations build stronger reporting systems and gather more experience, they can start using judgment and trend analysis to anticipate where risks may be heading. Instead of simply reacting after something is recorded, they can begin to interpret data and predict potential changes.

The value is not just in collecting data. The value comes from understanding what the data means and translating it into action.

Why is Management of Change becoming so important?

Keith Knoke: What role does Management of Change play in modern risk management?

Alizabeth Smith: For one client, the Management of Change process became the most important piece of data in the environmental management system because it showed whether critical risks were being evaluated early.

A new piece of equipment, a new chemical, or a change in process can create many downstream requirements. It may require new standard operating procedures, training, documentation, engineering controls, visual safety updates, and regulatory review.

The investment is often much larger than the initial purchase cost because the organization must also manage the risk of bringing that change into the facility.

Chris Trim: Successful change management also depends on involving the right people early. If a change is simply enforced after the decision has already been made, it may not stick. Bringing stakeholders into the process helps create continuity and better outcomes.

Inogen Alliance’s EHS Management Systems services support organizations with ISO standards, management system implementation, internal audits, corrective action tracking, global program development, and site-specific procedures.

How does global collaboration strengthen risk management?

Keith Knoke: Global organizations rarely manage risk alone. What does effective collaboration look like on the ground?

Chris Trim: Effective collaboration depends on communication and a shared understanding of the client’s risk profile. When teams communicate well, they can develop better information, assess risks more effectively, and support consistent decision-making.

Alizabeth Smith: One of the strengths of Inogen Alliance is the ability to reach out across the network when a client faces a unique situation. Local experts can provide insight into how similar risks have been managed and how approaches may need to differ by country, culture, and regulatory environment.

That local context matters. The right solution in one country may not work the same way in another. A consistent global framework needs to be paired with local expertise so organizations can manage risk effectively while respecting regional requirements and expectations.

Chris Trim: Consistency is also essential. Global clients need localized expertise, but they also need a consistent approach that allows them to compare results across regions rather than receiving reports that cannot be evaluated side by side.

What emerging risk should EHS leaders be watching?

Keith Knoke: If EHS leaders should watch one emerging risk right now, what would it be?

Chris Trim: Psychosocial risk.

Workforce wellbeing, stress, changing expectations, and psychosocial health are becoming increasingly important to organizational resilience. As regulations and expectations continue to evolve, psychosocial risk is moving from a human resources issue into a broader enterprise risk and EHS conversation.

How can organizations start building more resilient risk management programs?

Organizations looking to move from compliance to resilience can begin by asking a few practical questions:

• Where are risks emerging faster than our current systems can respond?
  Organizations should assess whether existing EHS and operational systems provide early enough visibility into workforce, facility, supply chain, and regulatory risks.
• Are we using leading indicators that truly reflect system health?
  Preventive maintenance, corrective action closure, key training completion, improvement suggestions, and Management of Change activity can help reveal where systems may be weakening.
• Do we understand risk early enough in due diligence and investment decisions?
  Operational, health and safety, sustainability, supply chain, and environmental risks can affect transaction outcomes and long-term business continuity.
• Is Management of Change connected to real decision-making?
  Changes in equipment, materials, workflows, or processes should trigger risk review, stakeholder input, documentation updates, training, and controls.
• Do global teams have both consistency and local expertise?
  A global risk framework is strongest when paired with in-country specialists who understand regulatory requirements, business culture, and practical implementation.

How Inogen Alliance Can Help

Risk management today requires more than a compliance checklist. It requires earlier insight, better data, proactive planning, strong Management of Change processes, and the ability to translate global strategy into practical local action.

Through a global network of local EHS and sustainability experts, Inogen Alliance helps multinational organizations identify, assess, and manage risk across countries, facilities, supply chains, and regulatory environments. Our Associates bring local knowledge, technical expertise, and practical implementation support to help organizations strengthen resilience while maintaining consistency across regions.

Explore related Inogen Alliance services:

• Regulatory Compliance and Registers
• EHS Management Systems
• EHS Due Diligence Services
• Incident Prevention Programs and Investigation
• Inspection and Auditing

Ready to strengthen your organization’s risk management approach?

Connect with global EHS and sustainability experts who can help your teams move from compliance to resilience.

Inogen Alliance

Inogen Alliance is a global network made up of over 70 of independent local businesses and over 6,000 consultants around the world who can help make your project a success. Our Associates collaborate closely to serve multinational corporations, government agencies, and nonprofit organizations, and we share knowledge and industry experience to provide the highest quality service to our clients. If you want to learn more about how you can work with Inogen Alliance, you can explore our Associates or Contact Us. Watch for more News & Blog updates, listen to our podcast and follow us on LinkedIn.

Subscribe to the Inogen Alliance blog for expert insight into building sustainable, risk-smart operations worldwide.

Risk management has changed dramatically in recent years. What was once often viewed through the lens of emergency response, compliance audits, or isolated risk assessments has become a much broader business conversation. Today, risk moves faster, crosses borders more easily, and affects everything from workforce health and safety to supply chain performance, regulatory exposure, reputation, and business continuity.

In Episode 3 of Season 3 of Rethinking EHS, host Keith Knoke, Chair of the Board for Inogen Alliance and Executive Vice President at Antea Group USA, is joined by Alizabeth Aramowicz Smith of Antea Group USA and Chris Trim of Peter J. Ramsay & Associates in Australia to discuss how organizations are moving from reactive compliance toward proactive resilience.

Together, they explore why EHS leaders are playing a more strategic role, how leading indicators can help organizations act earlier, why management of change is becoming a critical risk tool, and how global collaboration with local expertise helps companies manage increasingly complex risks across regions.
 

Key Takeaways 

• Risk management is no longer episodic. It is continuous, interconnected, and increasingly shaping business decisions at the highest level.
• EHS risk now touches areas beyond traditional compliance, including workforce resilience, procurement, supply chains, cybersecurity, environmental performance, and business continuity.
• Leading indicators are becoming more important for executives and boards as organizations seek earlier visibility into whether systems are likely to fail.
• Organizations are increasingly using data, Management of Change, and proactive due diligence to identify operational risks before they become costly disruptions.
• Global risk management requires both consistency and local expertise, especially when regulatory expectations, business culture, and operational realities vary by country.

Listen to the full episode: The New Era of Risk Management: From Compliance to Resilience

Why is risk management changing so quickly?

Keith Knoke: Risk feels fundamentally different today. It is faster, more interconnected, and always present. What has changed most?

Alizabeth Smith: One of the biggest changes is speed. A situation at one facility can quickly magnify through social media and other channels, creating impacts across the workforce, supply chain, customer relationships, and broader business performance.

Risk has also expanded beyond the traditional boundaries of EHS. It is no longer limited to emergency response plans or risk assessments. It now touches financial resilience, cybersecurity, environmental health and safety, procurement, and the broader resilience planning of the company.

That shift makes risk management more complex. Instead of one function managing risk in isolation, many stakeholders now need to contribute. The challenge is keeping those voices aligned across corporate offices, regional teams, and local facilities.

Why has EHS become more relevant in the boardroom?

Keith Knoke: Many organizations have large global footprints and relatively small EHS functions. How has EHS become more relevant at the board and strategy level?

Alizabeth Smith: Boards and executive teams are increasingly focused on leading indicators. They want to understand not only what happened last year, but what might happen next. That includes whether systems are about to fail, where staffing or budget decisions may be needed, and how emerging risks could affect business continuity.

Several pressures have elevated EHS conversations, including workforce availability, employee retention, geopolitical issues, supply chain requirements, and regulatory complexity. In that environment, failure is not just a compliance concern. It can affect business performance, staffing, budgets, and long-term resilience.

How did COVID-19 change the way organizations think about risk?

Keith Knoke: Did the pandemic permanently change the role of EHS and organizational risk management?

Chris Trim: COVID-19 created a step change in how people understood risk. It reinforced that there is no such thing as eliminating risk entirely. Instead, organizations need to understand risk, identify issues early, and be as proactive as possible.

Alizabeth Smith: COVID also brought workforce risk to the forefront. Psychosocial risk, employee stress, workforce availability, and the broader relationship between worker wellbeing and business continuity gained a much more prominent role.

While the intensity of EHS influence may have reduced slightly from the peak of the pandemic, many of the indicators, responsibilities, and reporting expectations created during that period remain.

What does it mean to move from compliance to resilience?

Keith Knoke: Traditionally, EHS functions were often focused on downside risk, such as preventing injuries or avoiding environmental harm. Are you seeing a shift toward business resilience?

Chris Trim: Yes. Organizations are increasingly planning ahead and recognizing the value of looking forward. Instead of only asking whether they are compliant today, they are asking what could disrupt operations, what risks are emerging, and what indicators should be monitored.

That shift requires organizations to get people involved early, align management around expectations, and identify the key indicators that need to be communicated to the rest of the business.

For global organizations, resilience depends on more than regulatory compliance. It requires understanding operational risk, workforce risk, supply chain risk, business continuity, and the cultural and regional contexts that influence how risk is managed.

How is due diligence becoming more risk-focused?

Keith Knoke: Are organizations evaluating operational EHS risks earlier during business decisions, such as acquisitions or major investments?

Chris Trim: Yes. Due diligence is increasingly moving beyond a narrow focus on environmental liabilities or regulatory requirements. Organizations want to understand what could interrupt the business, what controls are in place, and how likely certain risks are to occur.

In one example, a due diligence assessment of bus depots identified an underground fuel leak that affected remediation planning and transaction negotiations. The lesson is that reliable information early in the process helps organizations make better business decisions.

Alizabeth Smith: Sustainability, health and safety, occupational health, supply chain resilience, packaging, PFAS, and other operational risks are also showing up earlier in due diligence conversations. These areas can reveal important information about company culture, resilience, and the potential cost of integrating a business into an existing portfolio.

For organizations involved in M&A or global investment decisions, check out Inogen Alliance EHS Due Diligence services, which help clients identify, assess, and prioritize EHS and ESG risks to support informed business decisions.

What leading indicators are helping organizations manage risk earlier?

Keith Knoke: Companies no longer have the luxury of waiting to react. What leading indicators are proving useful, especially for health and safety?

Alizabeth Smith: Some leading indicators have existed for years, but they are gaining traction because organizations now need better visibility into system health. Examples include preventive maintenance completion, corrective action closure, completion of key risk training, and employee improvement suggestions.

These indicators help organizations see whether the system is healthy in the moment. If preventive maintenance slips, for example, it may signal a larger issue before an incident occurs. Digital systems can help aggregate this information across sites, business units, and corporate leadership levels.

This is more than tracking near misses. It is about identifying weak signals, understanding patterns, and acting before something becomes a business interruption, compliance issue, or safety event.

Check out Incident Prevention Programs and Investigation, focusing on reporting, investigation, data analysis, claims management, return-to-work processes, and compliance reporting.

How should companies use EHS data more effectively?

Keith Knoke: Many organizations rely on environmental or EHS information management systems. Are companies becoming more sophisticated in how they interpret that data?

Chris Trim: As organizations build stronger reporting systems and gather more experience, they can start using judgment and trend analysis to anticipate where risks may be heading. Instead of simply reacting after something is recorded, they can begin to interpret data and predict potential changes.

The value is not just in collecting data. The value comes from understanding what the data means and translating it into action.

Why is Management of Change becoming so important?

Keith Knoke: What role does Management of Change play in modern risk management?

Alizabeth Smith: For one client, the Management of Change process became the most important piece of data in the environmental management system because it showed whether critical risks were being evaluated early.

A new piece of equipment, a new chemical, or a change in process can create many downstream requirements. It may require new standard operating procedures, training, documentation, engineering controls, visual safety updates, and regulatory review.

The investment is often much larger than the initial purchase cost because the organization must also manage the risk of bringing that change into the facility.

Chris Trim: Successful change management also depends on involving the right people early. If a change is simply enforced after the decision has already been made, it may not stick. Bringing stakeholders into the process helps create continuity and better outcomes.

Inogen Alliance’s EHS Management Systems services support organizations with ISO standards, management system implementation, internal audits, corrective action tracking, global program development, and site-specific procedures.

How does global collaboration strengthen risk management?

Keith Knoke: Global organizations rarely manage risk alone. What does effective collaboration look like on the ground?

Chris Trim: Effective collaboration depends on communication and a shared understanding of the client’s risk profile. When teams communicate well, they can develop better information, assess risks more effectively, and support consistent decision-making.

Alizabeth Smith: One of the strengths of Inogen Alliance is the ability to reach out across the network when a client faces a unique situation. Local experts can provide insight into how similar risks have been managed and how approaches may need to differ by country, culture, and regulatory environment.

That local context matters. The right solution in one country may not work the same way in another. A consistent global framework needs to be paired with local expertise so organizations can manage risk effectively while respecting regional requirements and expectations.

Chris Trim: Consistency is also essential. Global clients need localized expertise, but they also need a consistent approach that allows them to compare results across regions rather than receiving reports that cannot be evaluated side by side.

What emerging risk should EHS leaders be watching?

Keith Knoke: If EHS leaders should watch one emerging risk right now, what would it be?

Chris Trim: Psychosocial risk.

Workforce wellbeing, stress, changing expectations, and psychosocial health are becoming increasingly important to organizational resilience. As regulations and expectations continue to evolve, psychosocial risk is moving from a human resources issue into a broader enterprise risk and EHS conversation.

How can organizations start building more resilient risk management programs?

Organizations looking to move from compliance to resilience can begin by asking a few practical questions:

• Where are risks emerging faster than our current systems can respond?
  Organizations should assess whether existing EHS and operational systems provide early enough visibility into workforce, facility, supply chain, and regulatory risks.
• Are we using leading indicators that truly reflect system health?
  Preventive maintenance, corrective action closure, key training completion, improvement suggestions, and Management of Change activity can help reveal where systems may be weakening.
• Do we understand risk early enough in due diligence and investment decisions?
  Operational, health and safety, sustainability, supply chain, and environmental risks can affect transaction outcomes and long-term business continuity.
• Is Management of Change connected to real decision-making?
  Changes in equipment, materials, workflows, or processes should trigger risk review, stakeholder input, documentation updates, training, and controls.
• Do global teams have both consistency and local expertise?
  A global risk framework is strongest when paired with in-country specialists who understand regulatory requirements, business culture, and practical implementation.

How Inogen Alliance Can Help

Risk management today requires more than a compliance checklist. It requires earlier insight, better data, proactive planning, strong Management of Change processes, and the ability to translate global strategy into practical local action.

Through a global network of local EHS and sustainability experts, Inogen Alliance helps multinational organizations identify, assess, and manage risk across countries, facilities, supply chains, and regulatory environments. Our Associates bring local knowledge, technical expertise, and practical implementation support to help organizations strengthen resilience while maintaining consistency across regions.

Explore related Inogen Alliance services:

• Regulatory Compliance and Registers
• EHS Management Systems
• EHS Due Diligence Services
• Incident Prevention Programs and Investigation
• Inspection and Auditing

Ready to strengthen your organization’s risk management approach?

Connect with global EHS and sustainability experts who can help your teams move from compliance to resilience.

Inogen Alliance

Inogen Alliance is a global network made up of over 70 of independent local businesses and over 6,000 consultants around the world who can help make your project a success. Our Associates collaborate closely to serve multinational corporations, government agencies, and nonprofit organizations, and we share knowledge and industry experience to provide the highest quality service to our clients. If you want to learn more about how you can work with Inogen Alliance, you can explore our Associates or Contact Us. Watch for more News & Blog updates, listen to our podcast and follow us on LinkedIn.

Subscribe to the Inogen Alliance blog for expert insight into building sustainable, risk-smart operations worldwide.

Originally published in GoDaddy’s 2025 Global Stakeholder Impact Report

Cybersecurity & Data Privacy

As an operator of large internet infrastructure, cybersecurity and data privacy are top priorities.

We maintain enterprise-wide programs to protect our systems, safeguard customer and employee data, and address evolving cyber threats. We implement governance systems to support our cybersecurity and data protection processes. We regularly review and refine these efforts to further strengthen our defenses and keep pace with a constantly changing threat landscape.

Cybersecurity

Our management team is responsible for identifying, assessing, and managing GoDaddy’s cybersecurity risks on an ongoing basis. This includes establishing processes designed to help ensure that potential cybersecurity risk exposures are monitored, appropriate mitigation and remediation measures are implemented, and the company’s cybersecurity programs are maintained.

Our Board oversees the company’s cybersecurity risk management program through its Audit and Risk Committee. The committee receives regular reports from GoDaddy’s Chief Information Security Officer (CISO), which are shared with the Board at least quarterly.

GoDaddy’s CISO has primary responsibility for the company’s programs for identifying, assessing, and managing the company’s cybersecurity risks. The CISO regularly provides reports and updates to the CEO on significant matters relevant to the company’s cybersecurity risk.

Our Information Security Team employs a variety of controls and initiatives to safeguard our systems and protect our customers.

• Proactive Monitoring: We regularly scan our environment for vulnerabilities, and research and monitor industry threats to proactively identify cybersecurity issues that could impact GoDaddy and our customers.
   
• Training & Internal Communications: Education is key to maintaining our high security standards. We deliver an annual data privacy and cybersecurity training program for all employees, along with regular updates on key initiatives and best practices through timely alerts.
   
• Security by Design: Our developers are encouraged to consider cybersecurity from the initial design phase of our products to completion. Teams within our Information Security organization collaborate to integrate security measures into new products and services. We design and implement risk-based processes and procedures to conduct security reviews on new or updated applications prior to launch.
   
• Incident Response: We have a dedicated incident response team that works with our business units and other internal and external subject matter experts to respond to potential cybersecurity incidents.
   
• Security Frameworks: Some parts of our business are required to align with specialized frameworks, such as the Payment Card Industry Data Security Standards (PCI-DSS) for handling payment card data. Where required by our customer or other agreements, we align our practices and controls with additional recognized standards such as International Organization for Standardization (ISO) 27001.

Data Privacy

Our Chief Privacy Officer manages our global privacy program, which includes, but is not limited to, conducting privacy impact assessments, providing training to employees, responding to data subject requests, and engaging with data protection authorities. We regularly review and enhance our privacy practices to reflect evolving regulatory requirements and stakeholder expectations, and we take a proactive approach to managing our data privacy obligations. Some of our efforts include:

• Core Data Privacy Practices: We empower our customers, employees, and individual data subjects to manage their privacy preferences and exercise their privacy rights. Our core privacy practices are set forth in our Global Privacy Notice and related privacy policies.
   
• Global Regulatory Frameworks: We apply a core set of common principles to how we handle personal data globally. We also consider local requirements and restrictions in the jurisdictions where we do business.
   
• International Data Transfers: GoDaddy certified its compliance with the E.U.-U.S. Data Privacy Framework, as well as the U.K. Extension to the E.U.-U.S. Data Privacy Framework and the Swiss-U.S. Data Privacy Framework. Where these frameworks do not apply, we rely on Standard Contractual Clauses and other lawful mechanisms for cross-border data transfers where necessary.
   
• Data Processing Agreements: Where required by our agreements or applicable laws, we enter into data processing agreements that govern our rights and responsibilities for processing personal data.
   
• Service Providers: We use service providers to support our operations and provide services to our customers. When we share personal data with service providers or third parties, they are required to comply with our instructions, adhere to contractual restrictions for processing personal data securely, and comply with applicable laws.
   
• GDPR Independent Assessment: In 2025, TRUSTe independently assessed our compliance with the E.U. General Data Protection Regulation (GDPR). TRUSTe validated that GoDaddy continues to implement program-level measures aligned with TRUSTe’s GDPR Privacy Program Validation Requirements.
   
• Privacy by Design: Our Data Governance and Operations Team works with our business teams on day-to-day privacy matters, including earlystage product design, to embed privacy considerations throughout product development. The team also partners with our Legal, Information Technology, and other subject matter experts to support thorough data privacy impact assessments.

Learn more about GoDaddy’s 2025 Global Stakeholder Impact Report.

About this Report

The GoDaddy 2025 Global Stakeholder Impact Report details our progress toward our corporate sustainability goals, strategies, and initiatives in support of our overarching purpose and values. Unless otherwise noted, this report reflects our corporate sustainability performance across our global operations covering the fiscal year period from January 1 to December 31, 2025. To demonstrate our commitment to transparent communication regarding our sustainability progress, we routinely share updates through our website and our annual reporting. We welcome your questions, comments, and feedback on this report by contacting ESG@GoDaddy.com.

This report references the Global Reporting Initiative Standards, includes select Sustainability Accounting Standards Board metrics for the Internet Media and Services sector, and the Task Force on Climate Related Financial Disclosures. We also disclose our contributions and progress toward priority UN SDGs. For additional information on how we align with these frameworks and key indicators demonstrating our sustainability performance, please refer to the Frameworks & Metrics section.

About GoDaddy

GoDaddy, the world’s largest domain name registrar, helps millions of entrepreneurs globally start, grow, and scale their businesses. People come to GoDaddy to name their idea, build a website and logo, sell their products and services and accept payments. GoDaddy Airo®, the company’s AI-powered experience, makes growing a small business faster and easier by helping them to get their idea online in minutes, drive traffic and boost sales. GoDaddy’s expert guides are available 24/7 to provide assistance. To learn more about the company, visit www.GoDaddy.com.

Originally published in GoDaddy’s 2025 Global Stakeholder Impact Report

Cybersecurity & Data Privacy

As an operator of large internet infrastructure, cybersecurity and data privacy are top priorities.

We maintain enterprise-wide programs to protect our systems, safeguard customer and employee data, and address evolving cyber threats. We implement governance systems to support our cybersecurity and data protection processes. We regularly review and refine these efforts to further strengthen our defenses and keep pace with a constantly changing threat landscape.

Cybersecurity

Our management team is responsible for identifying, assessing, and managing GoDaddy’s cybersecurity risks on an ongoing basis. This includes establishing processes designed to help ensure that potential cybersecurity risk exposures are monitored, appropriate mitigation and remediation measures are implemented, and the company’s cybersecurity programs are maintained.

Our Board oversees the company’s cybersecurity risk management program through its Audit and Risk Committee. The committee receives regular reports from GoDaddy’s Chief Information Security Officer (CISO), which are shared with the Board at least quarterly.

GoDaddy’s CISO has primary responsibility for the company’s programs for identifying, assessing, and managing the company’s cybersecurity risks. The CISO regularly provides reports and updates to the CEO on significant matters relevant to the company’s cybersecurity risk.

Our Information Security Team employs a variety of controls and initiatives to safeguard our systems and protect our customers.

• Proactive Monitoring: We regularly scan our environment for vulnerabilities, and research and monitor industry threats to proactively identify cybersecurity issues that could impact GoDaddy and our customers.
   
• Training & Internal Communications: Education is key to maintaining our high security standards. We deliver an annual data privacy and cybersecurity training program for all employees, along with regular updates on key initiatives and best practices through timely alerts.
   
• Security by Design: Our developers are encouraged to consider cybersecurity from the initial design phase of our products to completion. Teams within our Information Security organization collaborate to integrate security measures into new products and services. We design and implement risk-based processes and procedures to conduct security reviews on new or updated applications prior to launch.
   
• Incident Response: We have a dedicated incident response team that works with our business units and other internal and external subject matter experts to respond to potential cybersecurity incidents.
   
• Security Frameworks: Some parts of our business are required to align with specialized frameworks, such as the Payment Card Industry Data Security Standards (PCI-DSS) for handling payment card data. Where required by our customer or other agreements, we align our practices and controls with additional recognized standards such as International Organization for Standardization (ISO) 27001.

Data Privacy

Our Chief Privacy Officer manages our global privacy program, which includes, but is not limited to, conducting privacy impact assessments, providing training to employees, responding to data subject requests, and engaging with data protection authorities. We regularly review and enhance our privacy practices to reflect evolving regulatory requirements and stakeholder expectations, and we take a proactive approach to managing our data privacy obligations. Some of our efforts include:

• Core Data Privacy Practices: We empower our customers, employees, and individual data subjects to manage their privacy preferences and exercise their privacy rights. Our core privacy practices are set forth in our Global Privacy Notice and related privacy policies.
   
• Global Regulatory Frameworks: We apply a core set of common principles to how we handle personal data globally. We also consider local requirements and restrictions in the jurisdictions where we do business.
   
• International Data Transfers: GoDaddy certified its compliance with the E.U.-U.S. Data Privacy Framework, as well as the U.K. Extension to the E.U.-U.S. Data Privacy Framework and the Swiss-U.S. Data Privacy Framework. Where these frameworks do not apply, we rely on Standard Contractual Clauses and other lawful mechanisms for cross-border data transfers where necessary.
   
• Data Processing Agreements: Where required by our agreements or applicable laws, we enter into data processing agreements that govern our rights and responsibilities for processing personal data.
   
• Service Providers: We use service providers to support our operations and provide services to our customers. When we share personal data with service providers or third parties, they are required to comply with our instructions, adhere to contractual restrictions for processing personal data securely, and comply with applicable laws.
   
• GDPR Independent Assessment: In 2025, TRUSTe independently assessed our compliance with the E.U. General Data Protection Regulation (GDPR). TRUSTe validated that GoDaddy continues to implement program-level measures aligned with TRUSTe’s GDPR Privacy Program Validation Requirements.
   
• Privacy by Design: Our Data Governance and Operations Team works with our business teams on day-to-day privacy matters, including earlystage product design, to embed privacy considerations throughout product development. The team also partners with our Legal, Information Technology, and other subject matter experts to support thorough data privacy impact assessments.

Learn more about GoDaddy’s 2025 Global Stakeholder Impact Report.

About this Report

The GoDaddy 2025 Global Stakeholder Impact Report details our progress toward our corporate sustainability goals, strategies, and initiatives in support of our overarching purpose and values. Unless otherwise noted, this report reflects our corporate sustainability performance across our global operations covering the fiscal year period from January 1 to December 31, 2025. To demonstrate our commitment to transparent communication regarding our sustainability progress, we routinely share updates through our website and our annual reporting. We welcome your questions, comments, and feedback on this report by contacting ESG@GoDaddy.com.

This report references the Global Reporting Initiative Standards, includes select Sustainability Accounting Standards Board metrics for the Internet Media and Services sector, and the Task Force on Climate Related Financial Disclosures. We also disclose our contributions and progress toward priority UN SDGs. For additional information on how we align with these frameworks and key indicators demonstrating our sustainability performance, please refer to the Frameworks & Metrics section.

About GoDaddy

GoDaddy, the world’s largest domain name registrar, helps millions of entrepreneurs globally start, grow, and scale their businesses. People come to GoDaddy to name their idea, build a website and logo, sell their products and services and accept payments. GoDaddy Airo®, the company’s AI-powered experience, makes growing a small business faster and easier by helping them to get their idea online in minutes, drive traffic and boost sales. GoDaddy’s expert guides are available 24/7 to provide assistance. To learn more about the company, visit www.GoDaddy.com.

Originally published on CVS Health Company Newsroom

As health care continues to evolve, employers are increasingly looking beyond recruitment to ensure they have the talent needed for the future. At CVS Health, workforce development has become a key strategy for preparing employees to take on new opportunities while helping the company meet changing business demands.

CVS Health believes that investing in employee learning and career advancement is not just a benefit for workers. It’s also an important way to strengthen critical capabilities across the organization, from clinical care and pharmacy services to customer support and emerging technologies like artificial intelligence.

The health care landscape is changing rapidly. New technologies, shifting consumer expectations, and evolving care models require employees who can continuously learn and adapt.

Rather than relying solely on external hiring, CVS Health has focused on helping current employees build new skills, pursue educational opportunities, and transition into growing areas of the business. The company’s approach spans multiple career paths and professional disciplines.

Investing in Pharmacy Careers

CVS Health has expanded opportunities for individuals interested in pharmacy careers through educational collaborations, training programs, residencies, and fellowships. One example is a pre-pharmacy degree program offered online through Western Governors University (WGU) and supported by EdAssist by Bright Horizons.

The company has also partnered with Duquesne University to provide employees with significant tuition savings toward an online Doctor of Pharmacy (Pharm.D.) degree. Additional CVS Health tuition assistance programs can further reduce the financial burden of earning a pharmacy credential.

Building the Next Generation of Nurse Leaders

For nurses seeking opportunities to advance their careers, CVS Health offers the Nurse Leadership Development Program (NLDP). The program combines structured learning, mentorship, networking opportunities, and collaborative projects designed to strengthen leadership skills and broaden participants’ understanding of the enterprise.

Creating Customer Service and Operations Career Pathways

Through Aetna’s NextStep initiative, the company is working to prepare individuals for careers in customer service and operational roles. The program includes workforce training, academic collaborations, and dedicated learning resources designed to support long-term career growth. Over the last several years, participants have completed tens of thousands of hours of training through the initiative.

Preparing Employees for an AI-Enabled Workplace

Recognizing the growing influence of artificial intelligence across health care and business operations, CVS Health launched an AI Learning Academy to help employees build foundational knowledge and practical skills. Training focuses on responsible use of AI tools while helping colleagues understand how the technology can enhance and support their work.

Expanding Access Through Community Collaborations

CVS Health also collaborates with local workforce organizations and nonprofit partners to create pathways into health care and retail careers. The relationships connect individuals with job readiness programs, coaching, and support services that can help address common barriers to workforce participation, such as access to transportation, childcare, and job training.

Participants are then better prepared to pursue careers in areas such as pharmacy support, retail management, and customer-facing health care roles.

Supporting Early-Career Professionals

Internships and leadership development programs remain another important component of CVS Health’s talent strategy. The programs provide hands-on experience across corporate, retail, and clinical functions, helping participants gain practical skills and exposure to future career opportunities. The approach has contributed to strong retention among individuals who begin their careers through these programs and later join CVS Health full-time.

The Importance of Clear Career Pathways

Career development opportunities have proven to be most effective when employees understand how they connect to future growth.

Being transparent about potential career paths, advancement opportunities, and skill-building outcomes helps employees see the value of participating in learning programs. It also reinforces that an organization is invested in colleagues’ long-term success.

When employees can clearly envision where a training program may lead, they are often more engaged and motivated to continue developing their careers.

Growing Talent From Within

Internal mobility has become a significant part of CVS Health’s workforce strategy. In the past year alone, more than 70,000 employees moved into new roles across the company, reflecting the variety of career paths available to those who seek them.

A broader belief that many workforce challenges cannot be solved through recruitment alone drives this movement. As health care organizations navigate technological change, industry-wide labor market pressures, and increasing specialization, developing existing talent has become increasingly important.

By creating opportunities for learning, reskilling, and career advancement, CVS Health aims to equip employees for the jobs of today while preparing them for the demands of tomorrow.