Tag: 3BL

Cummins

For Daniella, engineering was never just about circuits and code—it was about creativity, curiosity, and finding meaningful ways to improve the world around her. Now a Systems Engineer in the Technical Compliance and Certification team at Cummins, she’s helping shape cleaner, more efficient technologies with a passion rooted in her earliest experiences.

Growing up in North Naples, Florida, Daniella developed a strong interest in both the arts and technology. She spent her childhood creating—sculpting, painting, crafting—and often joined her father at local performing arts theaters and film sets, assisting with the setup and programming of stage lights. “That’s where I started falling in love with electronics,” she recalls. “Lighting systems, animatronics, digital effects—they all sparked something in me.”

Originally torn between pursuing art or a more technical field, Daniella looked to practical effects industry role models and saw a path forward in electrical engineering. “I read that Grant Imahara had a degree in EE and worked in animatronics. That clicked for me,” she says. She earned her associate’s degree while tutoring math and chemistry, then transferred to the University of South Florida to complete her bachelor’s in electrical engineering.

Daniella joined Cummins after graduation in 2012, drawn by the company’s mission and global culture. “I remember being on a bus tour during my interview process and hearing that more than 100 languages were spoken in the local community. That really stuck with me,” she says. “It felt like a place where I could grow—both personally and professionally.”

Today, Daniella works on improving internal processes for compliance and certification—critical work that ensures Cummins products meet emissions and on-board diagnostics standards. “When I was a kid, I hated seeing trucks spewing black smoke. I love that I now get to play a role in preventing that,” she says.

Her day-to-day blends technical problem-solving with collaboration. She supports a team of engineers by streamlining workflows, documenting best practices, and applying her systems engineering skills to create smarter, more efficient ways of working. “It’s rewarding to know the work I do helps others be more effective in theirs.”

Daniella also appreciates the flexibility Cummins provides—both professionally and personally. She works remotely part of the week, which allows her to balance her responsibilities while staying connected to family and community. “When my dad had to move after Hurricane Ian, I was able to help him relocate while still doing my job. That kind of support matters,” she shares.

Outside of work, Daniella volunteers as a programming mentor for local middle school robotics teams, helping students learn Java and build confidence in STEM. “I didn’t have those kinds of opportunities when I was their age,” she says. “Now I get to help create them.”

She’s also deeply engaged in employee development within Cummins. She earned her master’s in systems engineering from Cornell University with support from the company, and she teaches in the internal Systems Engineering Certificate Program. “It helped me build confidence and overcome imposter syndrome. It’s been one of the most empowering experiences of my career.”

Over the years, Daniella has leaned into Cummins’ inclusive culture and growth mindset. “There are so many doors open here,” she says. “Even though I started with a focus in controls testing, I’ve been able to stretch into process improvements, tool and system integration, and now regulatory work.”

Asked what keeps her motivated, she doesn’t hesitate: “The people. My teammates boost my average,” she says with a smile. “I’m surrounded by folks with such deep expertise and a willingness to share it. That collaborative spirit is something special.”

Looking ahead, Daniella is excited to keep learning—and to keep making a difference. “I want to continue contributing to cleaner technologies, mentoring others, and creating systems that work better for everyone. At Cummins, I get to do all of that.”

DP World has taken an important step in its ongoing commitment to education and community development by launching the English Academy in San Antonio, Chile. This fully funded, free-of-charge educational initiative aims to strengthen English language skills among local youth, enhancing their future educational and professional opportunities.

Aligned with DP World’s global sustainability strategy, “Our World, Our Future,” and its core pillar of education, the English Academy addresses a critical need within the Chilean community. English proficiency has become essential in today’s globalized landscape, opening doors to expanded experiences, knowledge, and employment prospects.

According to the Global English Language Report, only 18% of Chileans considered themselves advanced English speakers, with 53% citing the high cost as the primary barrier to language acquisition. Despite these challenges, 85% expressed interest in learning English – the highest percentage among countries surveyed. Recognizing this gap, DP World’s new initiative directly removes financial barriers and provides accessible English education for the local youth.

Initially, the program offers classes every Saturday at DP World’s port terminal facilities, open to the entire San Antonio community. Led by the DP World Sustainability team, this initiative embodies the company’s firm commitment to fostering equity, empowerment, and community advancement.

Through the English Academy, DP World continues its mission to positively impact the communities where it operates, nurturing future leaders and supporting sustainable development.

What you should know:

• A cross-functional team analyzed opportunities for improvement in Wallflower bulb packaging
• The team optimized packaging and increased the number of bulbs shipped in the Wallflower single bulb cases to reduce the number of boxes needed to ship to stores
• The team replaced single-use plastic packaging components in Wallflower heaters with paperboard
• The team replaced the outer plastic carton and tray for two-pack Wallflower bulbs with paperboard that included 30% post-consumer recycled content

Our wallflower bulbs fill rooms with always-on fragrance. Consisting of a decorative plug-in and a refillable fragrance bulb, they are a customer favorite.

In 2024, realizing the product’s packaging hadn’t changed in several years, a cross functional team of Bath & Body Works engineers, distributors and packaging experts analyzed opportunities for improvement. Within the individual bulb packs, they identified unneeded space between the top of the bulb and the packaging. While this had been important in the initial design to protect the bulb, they felt there could be another option using new materials. 

The analysis also triggered ideas to replace single-use plastic packaging. This set off an effort involving teams from across the company and our external partners to develop and test multiple options before settling on the final packaging.

“Working on a project like this feels like solving a complex puzzle where every piece fits perfectly,” said Justin Browne, senior packaging engineer. “The satisfaction comes from knowing that our resources are used more effectively.”

The Result

• Optimizing packaging: Once the team realized there was excess space in the Wallflower single bulb cases, they reconfigured the packaging to use less paperboard. This increased the number of bulbs that could be included in the boxes we ship to our stores from 24 to 36. This, in turn, reduced the total number of boxes we need to ship to stores.
• Replacing single-use plastic: When the project started, Wallflower heaters included a wrap label and a plug cover both made of virgin plastic and discarded after purchase. The team replaced these components with paperboard, combining the label wrap and plug cover. The team also replaced the outer plastic carton and tray used for two-pack Wallflower bulbs with paperboard containing 30% PCR. Not only did this eliminate plastic, it reduced the overall size of the packs, allowing more bulbs to be shipped per pallet.

Due to their success, the team is looking for more opportunities across the business to reduce packaging and shift from single-use.

We’re proud to be ranked #2 in the U.S. and #7 globally by Sustainability Magazine for nuclear energy — a testament to our leadership in American Energy Dominance.

Nuclear energy provides reliable, around-the-clock electricity with zero carbon emissions, making it a vital clean energy source. For more than 50 years, Duke Energy’s nuclear plants have set standards for safety and efficiency, using multiple safety systems to protect people and the environment. 

Learn more about our fleet above.

View original content here.

Duke Energy

Duke Energy (NYSE: DUK), a Fortune 150 company headquartered in Charlotte, N.C., is one of America’s largest energy holding companies. The company’s electric utilities serve 8.4 million customers in North Carolina, South Carolina, Florida, Indiana, Ohio and Kentucky, and collectively own 54,800 megawatts of energy capacity. Its natural gas utilities serve 1.7 million customers in North Carolina, South Carolina, Tennessee, Ohio and Kentucky. 

 Duke Energy is executing an ambitious energy transition, keeping customer reliability and value at the forefront as it builds a smarter energy future. The company is investing in major electric grid upgrades and cleaner generation, including natural gas, nuclear, renewables and energy storage. 

 More information is available at duke-energy.com and the Duke Energy News Center. Follow Duke Energy on X, LinkedIn, Instagram and Facebook, and visit illumination for stories about the people and innovations powering our energy transition. 

Open Florida Utility Companies, Energy Technology Groups and Community Organizations Team Up To Empower Teens With Hands on Stem-Related Energy Career Information configuration options

Open Florida Utility Companies, Energy Technology Groups and Community Organizations Team Up To Empower Teens With Hands on Stem-Related Energy Career Information configuration options

Employee volunteerism across Team Dow transforms relationships with our colleagues, customers and the communities where we do business—for the better.

At Dow, through Global Citizenship, we work to create an innovative, sustainable and inclusive future where communities can thrive, everyone has equitable access to STEM and skilled trades careers and our employees are empowered to accelerate change. Employee engagement and volunteerism are critical levers for impact across our strategic pillars that help advance our ambition.

Around the world, our employee volunteers lend their time, talent and expertise across communities to fuel powerful partnerships, and create positive and intentional impact. As part of our annual global employee survey, Voice, 77% of colleagues reported volunteering at least once in the past year. In short, employee volunteering is engrained in our culture at Dow.

The prevalence of employee volunteerism across Team Dow transforms relationships with our colleagues, our customers and the communities where we do business—for the better.

Why employee volunteerism matters to Team Dow

Our data shows that employee engagement and volunteerism help to foster a positive employee experience and ultimately aligns to our Global Citizenship priorities to advance Dow’s business strategy and company ambition. Through our employee survey, we hear from our colleagues that volunteering increases (ranked from highest to lowest):

• Understanding of the community’s needs
• Sense of purpose
• Sense of work group belonging
• Pride in Dow
• Overall job satisfaction
• Professional skills
• Relationship with customers and/or suppliers

How volunteer leaders drive impact

Critical to the success of Dow’s volunteer efforts are the countless members of Team Dow who step up to lead, serving as a vital link between Dow, our colleagues, our customers, and the community. Dow provides the tools, resources, and policies to enable any member of Team Dow to lead, engage and make a difference.

We support employee volunteerism through professional roles with a network of nonprofit partners dedicated to building a culture of volunteer leadership. Our volunteer managers instill management best practices and help coordinate opportunities across multiple Dow manufacturing sites, business centers and programs.

“Since I joined Dow China Zhangjiagang operations in 2011, I led volunteer programs in diversified community initiatives Dow held in its neighborhood. From teaching STEM at the local primary school to building homes, I felt the impact I can have in our community and found ways to empower more people around me to make an even greater impact.”

– Guowei Li, senior operations leader

Fikia Dada

Advancing equity through organic farming

Dow partnered with the nonprofit Fikia Dada to establish a demonstration farm and training center in Kenya, focused on organic farming to help support young girls from rural communities. The project addressed issues of inequity, such as health care access and food security, while providing young girls with schooling opportunities and a platform to learn technical skills in farming.

Project Glimmer

Empowering futures with L’Oréal

Working with our customer, L’Oréal, and nonprofit partner Project Glimmer, Team Dow collaborated on a social impact initiative, Glimmering Futures. Project Glimmer brought together over 600 high school students from the Delaware Valley region in the United States—girls and young women they serve through year-round programming focused on self-confedence, career readiness, and access to role models. More than 75 volunteers from Dow and L’Oréal joined for an immersive day of career focused educational programming and empowerment at the intersection of science and beauty. This event combined the beauty and personal care expertise at Dow and L’Oréal with these young women’s passion for beauty to inspire them to consider future careers in STEM fields.

DUO for a JOB

Seeking a new future for EU newcomers

Dow partnered with intergenerational coaching leader, DUO for a JOB to address the inequality of access to the labor market for young people with a migrant background in Belgium. Through a cross-generational mentor program, Dow mentors helped mentees with resumes, mock interviews and recruiting new mentors within their network. The program has seen great success with 70% of mentees achieving positive outcomes.

Paid time off to volunteer: Supporting our teams

In 2021, we introduced a global volunteer policy as part of Dow Total Rewards, our robust portfolio of employee benefits and wellbeing programs. This policy provides employees with 12 hours per year of paid time off (PTO) to volunteer.

This policy, along with employee participation, aligns with one of our 2025 Sustainability Goals, enabling our workforce to leverage their passion and expertise to enhance the wellbeing of people and the planet by engaging for impact.

Strengthening customer relationships through corporate volunteering

Employee engagement and volunteerism not only contributes to a more positive employee experience, but it also helps us form deeper connections with our customers.

Volunteerism plays a pivotal role in enhancing our relationships with customers. Through engaging in volunteer activities, Team Dow creates meaningful touchpoints with customers that enhance traditional business interactions, contributing to increased customer intimacy over time.

Pintuco

Communities in Color with Pintuco

In Colombia, alongside our customer, Pintuco, and nonprofit partner, Fundación Pintuco, Dow is helping transform the quality and accessibility of 10 sports facilities across Bogotá, Cartagena, and Medellín. By utilizing low VOC, water-based paint solutions designed for sports floors and bike lanes, this initiative aims to foster a sense of pride and belonging among residents and inspire new generations to engage in sports to promote a healthy, safe lifestyle. In April, more than 20 volunteers came together to assemble the first renovated sports field in the Sierra Morena neighborhood in Ciudad Bolivar, located just south of Bogota. Volunteers were able to give back to the community by painting the bleachers of the court, stairs, and the surrounding areas.

Hulsi & Smurfit-Westrock

Breaking barriers with Hulsi and Smurfit-Westrock

The Eztli project, a shared value initiative between Hulsi, Smurfit-Westrock, Dow, Mexfam and Fondo Unido México helped address period poverty in Mexico by providing 80,000 silicone menstrual cups to women in vulnerable situations. A true value chain collaboration, Dow donated the silicone material for the cups, Hulsi turned that silicone into the hygienic cup, and Smurfit-Westrock produced the cup packaging. Once created, more than 50 Dow volunteers gathered to assemble and package 29,849 boxes and participated in workshops on women’s menstrual health. The initiative not only reduces the financial burden of buying sanitary products but also significantly decreases environmental waste.

We hear from our customers that the qualities that make Dow an attractive supplier are 1) our people, and 2) how we approach business. Those individuals who make our company great to work with are the same people who care deeply about making their communities great places to live.

I believe our culture of volunteerism draws those types of people to Dow.

Connecting with community needs

For our employee volunteer activation to create lasting impact and measurable outcomes, we collaborate with nonprofit partners and community stakeholders to ensure that we understand community needs and match them with relevant volunteer opportunities.

An example is our work alongside LEAP Africa for the Africa Youth Day of Service, a month-long initiative aimed at engaging African young people in citizenship and volunteerism. Nearly 10,000 volunteers from 34 African countries have participated in the event, implementing over 500 projects that address the United Nations Sustainable Development Goals. These projects are estimated to have reached approximately 10 million individuals—focusing on areas like social impact initiatives, a future-ready workforce, economic growth and climate action.

Volunteerism is a year-round culture at Dow, and sometimes world events require our colleagues to jump into action at a moment’s notice. This is especially true in the wake of a natural disaster. In 2025, severe flooding in Bahía Blanca, Argentina necessitated the need for Dow colleagues to mobilize disaster relief resources and provide aid to both employees and residents. Contributing over 5,000 hours over the course of several days, 190 volunteers were able to support 6,500 affected families, demonstrating their solidarity, resilience and our commitment to the local communities that surround our manufacturing sites and business centers. Our efforts in Argentina include immediate relief measures and long-term support to help the community recover and rebuild.

Signature volunteer programs and partnerships driving global impact

We use numerous approaches to harness the power of our workforce to help create lasting, positive social impact. In addition to those already shared, here is a look at a few signature programs and partnerships that serve as year-round platforms for that impact.

#PullingOurWeight

The #PullingOurWeight initiative engages Dow employees, business partners and community volunteers in waste removal, transformation, and prevention activities to inspire a circular ecosystem. Since its launch, the program has mobilized tens of thousands of volunteers to collect over 2.1 million pounds of waste globally, promoting sustainable living and community action.

FIRST^®

Dow has been a strategic partner with FIRST^® since 2014, supporting mentor-based programs that teach young people science, engineering, and technology (STEM skills) through exciting, team-based challenges. Dow’s support allows FIRST^® to reach 36,000 students across 26 global communities, fostering innovation and inclusion.

Team Rubicon

Dow and Team Rubicon, a veteran-led humanitarian organization, have formed a powerful partnership, leveraging Dow’s network to enhance Team Rubicon’s disaster response capabilities. This collaboration has resulted in the recruitment of Dow Greyshirts who are trained and supported through paid time off to deploy as Team Rubicon volunteers in the aftermath of disasters.

MLK Day

Each year on Dr. Martin Luther King Jr. Day of Service, Dow employees in the United States receive a paid holiday. They are encouraged to use that time to reflect on the mission of Dr. King, take part in MLK Day events, and to volunteer in support of a strong community and bright future.

Dow’s year-round culture of volunteerism exemplifies our commitment to sustainability, innovation, and community engagement. It creates a ripple effect of positive change in our world. By empowering employees and aligning with strategic partners, Dow continues to foster an environment where social impact thrives.

Our efforts have been recognized by Points of Light for four consecutive years being named to The Civic 50 list of the most community-minded companies.

Together, we are building a brighter and more sustainable future for all.

As AI workloads scale rapidly, data centers face increasing pressure to optimize compute, interconnect, and memory. In this exclusive video interview from OFC 2025, Ram Periakaruppan, VP and GM of Keysight’s Network Applications & Security group, outlines the critical challenges confronting AI infrastructure teams — and how Keysight’s KAI Data Center Builder is designed to address them.

From Power Bottlenecks to Inference Scaling: Where the Industry is Headed

The surge in AI compute demand is creating a gridlock — not just in data pipelines, but in literal power availability. As Ram explains, “Power is the biggest challenge in the industry right now.” AI workloads, particularly training large language models (LLMs), are compute-intensive and resource-hungry. But the real shift is happening in AI inference — and with it, a looming memory wall that threatens system scalability.

Organizations must now optimize for inference latency, memory efficiency, and distributed model architectures. The solution? More granular testing, modular deployment, and the ability to emulate and validate designs before production silicon is ready.

Bridging the Gap from Design to Deployment: What Next-Gen AI Solutions Require

As AI infrastructure grows in scale and complexity, next-generation solutions must enable a seamless transition from early-stage design to large-scale deployment. The days of validating only after silicon is available are over. To keep pace, engineering teams must uncover architectural and performance issues before hardware exists and continue validating at scale once deployed in production.

This design-to-deployment continuum is no longer optional — it’s foundational to delivering scalable, efficient AI infrastructure.

Today’s AI systems face a new set of challenges:

• Power availability is emerging as the top constraint for large-scale AI buildouts.
• Inference performance, not just training, is becoming the dominant focus for optimizing latency and user experience.
• The memory wall looms large as models grow and the need for low-latency access intensifies.
• Model parallelism techniques like 3D, 4D, and even 5D data partitioning require flexible infrastructure that can adapt to experimental workloads.

To address these pressures, infrastructure teams need:

• Emulation platforms that can simulate large-scale AI workloads without requiring scarce GPUs
• The ability to experiment early, validating both custom silicon and full-stack system architectures pre-silicon
• Support for proprietary, open, and hybrid architectures, allowing customers to safeguard their IP while optimizing performance
• Consistency across environments, enabling teams to move from lab to deployment without retooling their validation flow

The path forward demands solutions that bridge design and deployment — not just technically, but strategically. From pre-silicon co-design to post-silicon optimization, emulation and validation are becoming central to achieving faster, more reliable, and cost-effective AI scale.

To meet these challenges, Keysight developed the KAI Data Center Builder, a platform purpose-built for AI infrastructure emulation at full scale — without needing access to live GPUs.

By recreating training and inference traffic across AI-native network fabrics, KAI enables engineering teams to:

• Identify root causes of bottlenecks across compute, fabric, and I/O layers
• Emulate proprietary workloads while keeping customer data secure
• Validate custom silicon and system architectures early in the design cycle
• Experiment with 3D, 4D, and 5D model parallelism at full scale

Go Deeper: Beyond the Bottleneck

For a deeper analysis of the trends, architectures, and bottlenecks shaping AI data centers, read Keysight’s new report: Beyond the Bottleneck: AI Cluster Networking Report 2025 Gain insights into AI interconnect challenges, power/cooling constraints, inference scalability, and real-world deployment data from leading hyperscalers and solution providers.

Unlock scalable AI performance today.

Like many of you, I have strong emotions about the 20th anniversary of Hurricane Katrina and its impact on the city we call home — New Orleans. I remain in awe of nature’s raw power on that fateful day and deeply sad about the tragedy brought by the storm to so many. Considering Katrina, and its equally terrifying counterpart Hurricane Rita which struck the Louisiana/Texas border just a few weeks later, I’m also inspired by how our recovery showed the power and resilience of the human spirit and what determined people coming together can achieve.

Then, as now, New Orleans was the home to Entergy’s corporate headquarters. Thousands of our employees and their families lived in the places hardest hit by Katrina. I’m honored that our employees met the challenge head on, from those working at our generation plants and headquarters to those restoring power at Entergy New Orleans, our local operating company. Many of them helped the region recover even as they suffered their own personal losses.

The lessons learned after Hurricane Katrina made us a stronger, more customer-focused company and to this day, we know that progress requires dedication and power — for homes, businesses, communities and our lives. The spirit of that day endures in our vision statement “We Power Life” as we channel those lessons into the work that we do every day, even twenty years later from that impactful time.

Today, we’re a leader across our industry and in our hometown. Our utility workers are nationally recognized for storm response. In fact, during a major storm anywhere in the country, there’s a good chance Entergy will be called on for expertise and support.

We are a leader in corporate giving. For the 10th year, Entergy was named to The Civic 50, the Points of Light prestigious annual list that recognizes top companies for employee volunteerism and community investment. In 2024 alone, we contributed $4.3 million to more than 100 New Orleans nonprofits.

And we are a leader in economic development by collaborating to help Louisiana secure major new investments in the data center, LNG, steel, and petrochemical industries. Earlier this year, we served as founding partner for the Super Bowl 59 Host Committee, contributing millions to host this major event that brought more than $1.25 billion in economic impact to our state, region and city.

We continue our work in close collaboration with our regulators and communities as we build energy infrastructure that makes the grid stronger and more resilient for years to come. An energy grid designed to withstand the harshest conditions. That work balances affordability, reliability and sustainability on behalf of all our customers.

In New Orleans, the City Council recently approved Phase 1 of our proposed resilience plan, which includes strengthening more than 3,000 structures and upgrading more than 60 miles of electric lines.

The Louisiana Public Service Commission also approved the first phase of those efforts, which includes 2,100 incremental Entergy projects across the state. By reinforcing our grid ahead of severe weather, Louisiana customers will save an estimated $1.2 billion in storm costs.

The Public Utility Commission of Texas approved an investment of $137 million in projects to strengthen the Southeast Texas power grid, reduce storm-related outages, and save customers millions in restoration costs for decades.

And while we are making these needed investments, we are mindful that 40% of our residential customers live at or below the poverty level. That reality is part of each business decision we make in New Orleans and everywhere we serve. As a result, we continue to maintain some of the lowest electric rates in the country and work hard every day to keep bills as low as possible.

Twenty years on, the lessons of Katrina endure, and the resilience of this community continues to inspire. New Orleans remains our home as we work for everyone and honor our commitment to safely serve our city and the region. The people of Entergy are optimistic about the future, ready for anything, and striving to lead the way to a brighter future for all of us.

Read about how Entergy restored more than just power at Entergy.com/Katrina20.

Drew Marsh
Chair and Chief Executive Officer
Entergy Corporation

About Entergy

Entergy produces, transmits and distributes electricity to power life for 3 million customers through our operating companies in Arkansas, Louisiana, Mississippi and Texas. We’re investing for growth and improved reliability and resilience of our energy system while working to keep energy rates affordable for our customers. We’re also investing in cleaner energy generation like modern natural gas, nuclear and renewable energy. A nationally recognized leader in sustainability and corporate citizenship, we deliver more than $100 million in economic benefits each year to the communities we serve through philanthropy, volunteerism and advocacy. Entergy is a Fortune 500 company headquartered in New Orleans, Louisiana, and has approximately 12,000 employees. Learn more at entergy.com and follow @Entergy on social media.

BELLEVUE, Wash., August 29, 2025 /3BL/ – As National Preparedness Month arrives this September, T-Mobile (NASDAQ: TMUS) has expanded technology and resources to support connectivity when communities face natural disasters and severe storms — expanding its drone fleet, launching T-Satellite with Starlink, adding more deployable assets and vehicles and further hardening the network. Together, these investments mean people can better stay in touch with loved ones, receive critical alerts and access essential services. For first responders, the expansions support reliable communications and faster coordination in the field. Ahead of National Preparedness Month, here’s what’s new:

• T-Satellite: Satellite texting, including the ability to text 911, now available almost anywhere the sky is visible, with data use for select apps already available on Pixel 10 with more devices and apps coming this fall.
• Larger deployable fleet: T-Mobile’s drone fleet increased by half, 30% more SatCOLTs (Satellite Cell on Light Trucks) and SatCOWs (Satellite Cell on Wheels) and nearly double the number of VSATs (Very Small Aperture Terminals).
• Stronger community support: T-Mobile’s community support vehicles have been upgraded with more robust Wi-Fi and higher-capacity device charging.
• Broader reach: UScellular customers now have access to T-Mobile’s nationwide network and disaster-response resources.
• Florida investment: Network expansion and hardening throughout Florida, a $2 billion project, was completed in July.

“T-Mobile knows that disasters test communities, but connection holds them together,” said Jon Freier, President, T-Mobile Consumer Group. “That’s why we continue to innovate and expand — including a $2 billion network investment in Florida completed this year — so that whether it’s texting a loved one or 911, ensuring first responders have critical connectivity or receiving emergency alerts in real time, people have the peace of mind that comes from staying connected when it matters most.”  

From Space: T-Satellite

Officially launched in July, T-Satellite is the first satellite-to-mobile network in the U.S. that automatically connects to almost every modern smartphone, no additional setup required. This means that anyone with a compatible phone can receive Wireless Emergency Alerts via satellite and people with an active T-Satellite subscription can send and receive texts messages, even if terrestrial networks are impacted by severe weather.

During the recent Texas floods, nearly 94,000 people used T-Satellite to send 287,000 SMS messages.

T-Mobile has just begun supporting satellite data, announcing last week that the new Google Pixel lineup will bring early access to T-Satellite-ready popular apps like Google Maps for off-the-grid customers — another step forward as the service continues to expand, with additional features and expansions to come.

From Air: An Expanded Drone Fleet

T-Mobile has increased its emergency drone fleet by 50% to reach more places more quickly with more capability when disasters strike.

• Heavy-lift drones: Multi-mile-range drone that can carry up to 100 pounds to deliver supplies and drop in portable connectivity gear.
• Search and rescue drones: Specialty drones with thermal and high-resolution cameras with LiDAR (laser-based 3D mapping) to locate people, map damage, guide crews and provide scene lighting and one-way broadcast communications — purpose-built for disaster environments.
• Tethered drones: Ground-anchored drones that remain aloft up to about 400 feet, creating a temporary cell-coverage bubble about two miles wide that can run continuously.

During and after the devastating Central Texas floods, T-Mobile’s team embedded with Texas Parks & Wildlife Air Operations to fly search-and-rescue missions, map damage and flag unauthorized drones in restricted airspace.

From Land: More Deployables and Backup Assets

Over the past year, T-Mobile expanded its emergency response fleet to deliver stronger on-the-ground coverage. The fleet now includes 30% more SatCOLTs and SatCOWs, featuring new, larger and tech-loaded XL SatCOWs and XL SatCOLTs, the largest and most capable in T-Mobile’s fleet that provide more coverage than existing trucks. T-Mobile also more than doubled the number of VSAT units, which are satellite antennas that provide temporary wireless service to send and receive data.

Stronger Infrastructure, Smarter Technology

T-Mobile continues to strengthen physical infrastructure with more backup power and fortified sites across the United States, including Puerto Rico. In Florida alone, T-Mobile has made a $2 billion network investment that upgraded 1,350 sites to boost speed, capacity and reliability and hardened 1,375 towers with backup power for improved wind and flood resilience.

T-Mobile proactively prepares its network for disasters by leveraging the AI and automation-driven Self-Organizing Network (SON), which continuously monitors performance and makes real-time adjustments such as rerouting traffic, tilting antennas, managing backup power and extending battery life. Those core capabilities are bolstered by real-time threat detection via our Everbridge–Dataminr feed and Pano AI’s ultra-high-definition wildfire detection cameras integrated into strategic network sites.

T-Mobile’s 5G network also prioritizes first responders through T-Priority, a cutting-edge 5G solution including a dedicated network slice. The slice provides public safety agencies lower latency and faster speeds more consistently with the highest priority across all 5G bands— when seconds matter most.

Community Support

Over the past year, T-Mobile upgraded its Wi-Fi trucks and trailers to provide more reliable connectivity and higher-capacity charging to communities after a disaster hits. Community Support vehicles — including Wi-Fi trucks and trailers, command centers, heavy-duty pickups and Super Class C RVs — are deployed nationwide to shelters and community hubs, providing free Wi-Fi and device charging for anyone who needs it.

Are You Ready?

This National Preparedness Month, here are some tips to help you be ready if disaster strikes:

• Save local emergency numbers and enable Wireless Emergency Alerts. Enable your phone’s battery saving mode and dark mode to conserve charge. Keep calls and texts to a minimum.
• Turn on Wi-Fi calling if your power and Wi-Fi connection are still on, but your mobile service is down.
• Add emergency contacts to your device.
• Have a Go Bag ready so you can evacuate at a moment’s notice. The American Red Cross recommends packing water (one gallon per person per day), non-perishable food, flashlight, weather radio, batteries, first-aid kit, medications, hygiene items, copies of key documents, phone chargers, emergency contacts, cash, emergency blanket and a printed map.
• Make a family plan with meeting points and contacts. Keep a printed copy in a sealed bag. 

For more information on disaster preparedness and T-Mobile’s response capabilities, visit the company’s Emergency Response hub and follow @TMobileNews on X and Instagram.

T-Satellite: Available with compatible device in most outdoor areas in the U.S. where you can see the sky. Satellite service, including text to 911, may be delayed, limited, or unavailable. Included with Experience Beyond; or $10/mo.; auto renews monthly. Cancel anytime. T-Priority features available for eligible emergency response organizations on select plans. Capable device required. Performance baseline commits available network resources to help maintain threshold throughput, even in times of congestion. See 5G device, coverage and access details at T-Mobile.com.

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

Media Contact 
T-Mobile US, Inc. Media Relations 
MediaRelations@t-mobile.com 

Investor Relations Contact 
T-Mobile US, Inc. 

Investor.Relations@t-mobile.com 
https://investor.t-mobile.com

Today, a growing number of the world’s most important water systems are under increasing stress. Many of those that support a range of ecosystems, communities and industries, including agriculture, are drying up or becoming polluted through over-use. Climate change is also contributing to the challenge.

HIGHLIGHT

• Approximately (15)% absolute water usage reduction in priority sites (vs. 2018) ⁽³⁾

STRATEGIC APPROACH

Our business depends on water in multiple ways – from growing and sourcing the raw materials we use to operating our facilities. At every stage, clean water helps us keep our people safe, our supplies secure and our products safe. To promote using it more responsibly, we seek to look beyond our own facilities to help it both irrigate the commodities we use and be available to all in the communities where we operate. To make a positive impact, it is important that we partner on water stewardship with the organizations that contribute to the same watersheds as us.

Read more about our water position on our website.

ACTION PLANS AND PROGRESS

2024 IN REVIEW

Our water management strategy remains focused on delivering against our 2025 goal of reducing our water use at priority sites, located in water-stressed areas.

To that end, we implemented a water efficiency program based on strategies and initiatives led by our priority sites that allowed us
to reduce our absolute water use at priority sites by approximately (15)% in 2024 (vs. 2018).⁽³⁾

The main focus areas of this program include:

• Water audits and assessments
• Installation of water-efficient equipment and technology
• Investment in enhanced reuse and recycling systems
• Leak and water-loss prevention
• Employee education
• Data monitoring and reporting on improvements and cost savings
• Benchmarking against industry standards

Mondelēz International plants continue to expand the number of alternative sources for water supply as part of our reuse and recycling systems program of which 11 sites are already harvesting rainwater and 24 of our sites recycle water from the wastewater treatment plant, with this representing approximately 8% of our sites’ total water usage globally in 2024.

• One example of this is our Salinas plant in Mexico that installed a new osmosis equipment to reuse and recycle waste water from the local municipality. With this new addition and in conjunction with the existing water recycling facilities, our Salinas plant has managed to use approximately 100% of recycled water for the factory cooling systems, reducing the annual water consumption by approximately 90,000 m3.
• Our Ikeja site in Nigeria reduced almost 25% of the water consumption by implementing several water efficiency projects such as equipment cleaning optimization, increasing the condensate recovery from about 20% to 80% and a successful campaign engaging and educating employees to detect and repair leaks.

FUTURE OUTLOOK

As we deliver against our 2025 goal, we continue to identify at-risk watersheds through a process that is informed by our global water risk assessment and business priorities for our operations and supply chain.

In the following years, we aim to develop detailed roadmaps and action plans for key basins that involve local stakeholder consultation, to identify and respond to local water risks in watersheds across our end-to-end supply chain. We will also continue to consider future water risks and impacts in our strategic decision making.

GOALS AND METRICS

WATER GOAL

• 10% reduction of absolute water usage in priority sites by 2025 (vs. 2018) ⁽³⁾

2024 PROGRESS
	2024	2023	2018
Total incoming water (m3) (without borrowed and rainwater, as per our current KPI definition) (3)	10,376,000	10,119,000	11,410,000
Total incoming water to priority sites (m3) (without borrowed and rainwater, as per our current KPI definition) (3)	5,778,000	5,715,000	6,827,000
Absolute water usage reduction in priority sites (vs. 2018) (%) (3)	(15)%	(16)%	—

View the full 2024 Snacking Made Right Report. 
 

^{(3) Priority sites are defined as sites that are located in a high or extremely high water risk zone defined as of 2021. In 2024 all sites for the following acquisitions were assessed: Chipita, Clif bar, Give & Go, Gourmet Foods, Ricolino and Tate’s Bake Shop except for Evirth (subject to future data integration). These sites were assessed using the Aqueduct tool from World Resources Institute and the priority sites identified were included in this metric. We have recalculated our base year 2018 (where applicable) and most recent years (2023 and 2024) for year-over-year comparison. Reported information is verified by an independent third-party and available in our ESG Reporting & Disclosure Reporting Archive.}

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