Tag: 3BL

When disaster strikes, World Central Kitchen sets up food kitchens serving hot, delicious, and nutritious meals to those who have lost everything. They have served millions of meals around the world. FedEx provides World Central Kitchen with donated transportation support. This support ensures that critically needed materials and cookware reach, with speed and efficiency, devastated and often remote locations. The relationship is a testament to the power of collaboration, where logistics meets compassion. 

Nowhere is this spirit of compassion more wonderfully captured than at the World Central Kitchen headquarters. There, a vibrant wall mural stands as a permanent tribute. It depicts a FedEx truck laden with supplies, while a FedEx plane soars overhead. The imagery specifically recalls relief efforts in Maui after the tragic wildfires, a powerful reminder of how their forces converged to help a community in despair. 

Having its iconic trucks and planes portrayed in such a meaningful way is truly an honor for FedEx. It’s not just a painting; it’s a meaningful acknowledgement of a relationship built on shared values and a commitment to serving humanity. The mural serves as a daily inspiration, a visual representation of the bond between two organizations dedicated to delivering not just goods, but hope.

Click here to learn about FedEx Cares, our global community engagement program.

LINCOLNSHIRE, Ill., Aug. 18, 2025 /3BL/ – A new series of “Gen 2 Self-Ordering Kiosks” are purpose-built for users with vision, mobility and hearing disabilities. These kiosks, developed by digital display leader LG Electronics USA with feedback from noted accessibility consultant Tech for All (TFA), mark another step forward in LG’s ongoing commitment to create a “Better Life for All.”

The announcement comes as the country commemorates the 35th anniversary of the Americans with Disabilities Act (ADA), a historic milestone in advancing the rights of people with disabilities. LG’s new Gen 2 kiosks reflect the spirit of the ADA by going beyond compliance to deliver technology that is genuinely inclusive and empowering, according to Peter Kim, B2B Strategic Alliance Team Leader at LG Electronics USA.

“Technology should empower everyone,” said Kim. “By collaborating with Tech for All and working alongside people with disabilities throughout testing and development, accessibility isn’t treated as an add-on – it’s embedded in the DNA of these kiosks.”

Unlike many kiosks retrofitted to meet accessibility standards, LG’s Gen 2 kiosks (KC3P-M series) were designed intentionally with inclusion at their core. TFA started working with LG in April 2024, collaborating from initial design sketches through prototyping, avoiding costly late-stage hardware changes.

“Getting the accessibility in early is key. It’s very hard to go back and fix things,” said TFA’s Systems Accessibility Director Michael O’Hare. “It’s hard enough on a digital platform, but it’s very difficult on hardware…if you get something wrong, you’ve got to re-engineer it. That early engagement was key for this project.”

The Gen 2 Self-Ordering Kiosks are available in 22- and 27-inch screens, with high-brightness, low-reflectivity displays designed for visibility in diverse lighting conditions. They support both portrait and landscape modes, and are offered in three hardware versions: countertop, fixed-height pedestal, and motorized height-adjustable pedestal. The adjustable option especially benefits wheelchair users and people of varying heights, allowing comfortable, independent use.

Built to accommodate a wide range of accessibility needs, LG’s kiosks support a variety of assistive hardware and peripherals. These include advanced assistive technologies such as Vispero’s JAWS^® for Kiosk screen reader for audio navigation, Storm Interface’s tactile AudioNav™ keypads (6- and 9-key layouts) and SoundHound AI’s voice interface for hands-free commands. The kiosks also support Epson receipt printers and modular barcode/QR scanners, while a webcam accessory is in development to expand functionality.

Building on this foundation, the kiosk suite offers platform flexibility across diverse sectors and applications, including compatibility with Kokomo 24/7^® for health and safety management in education and clinical settings. Their modular, accessible design fits retail, transit, healthcare and hospitality environments.

This is TFA’s first involvement in kiosk hardware from the concept stage. O’Hare explained that while other available products may meet basic accessibility, LG’s Gen 2 solutions go beyond compliance to address real-world user needs. Continuous feedback and refinements during what was a highly collaborative development process resulted in a user-friendly final product.

“The collaboration, the back-and-forth review process, and being able to influence the design was really beneficial to both sides,” said O’Hare. Speaking to LG’s intent, he noted it was clear from the start that they were committed not only to meeting requirements, but to making a difference in the lives of the people who would be using the kiosk. “That was evident from the start,” he said. “It’s another step forward for accessible products.”

For more information on LG’s Gen 2 Self-Ordering Kiosks, click here. For high-resolution images, click here.

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About Tech for All
Tech for All has deep expertise in applying universal design principles to solve complex accessibility challenges, including those presented by kiosks and other self-service systems. The company’s sole mission is to help its clients successfully address the challenges of making their products, services, websites, kiosks, and mobile apps accessible for all, including people with disabilities. It serves diverse industries and supports clients in the full range of accessibility needs, from audits to content remediation, coding support, product design consulting, training, and developing accessibility strategies and roadmaps. At the heart of Tech for All are the exceptionally talented, skilled, and experienced consultants who develop accessibility solutions and support successful implementation. Many of Tech for All’s experts are living with disabilities themselves. Each of Tech for All’s project teams includes seasoned consultants who bring specialized knowledge, capabilities, and solid experience to the task at hand. For more information, please visit www.tfaconsulting.com

About LG Electronics USA
LG Electronics USA serves commercial display customers in the U.S. lodging and hospitality, digital signage, systems integration, healthcare, education, government and industrial markets. Based in Lincolnshire, Ill., with its dedicated engineering and customer support team, LG’s U.S. Media Entertainment Solution B2B division delivers business-to-business technology solutions tailored to the particular needs of business environments. Eleven-time ENERGY STAR® Partner of the Year LG Electronics USA Inc., headquartered in Englewood Cliffs, N.J., is the North American subsidiary of LG Electronics Inc., a leading smart life solutions company with annual global revenues of more than $60-billion from consumer electronics, home appliances, HVAC solutions and vehicle components. For more information, please visit www.LGSolutions.com. Stay up to date with @LGforBusinessUSA on LinkedIn, Instagram, Facebook and YouTube.

Contact: 

LG Electronics USA
John I. Taylor
+ 1 202 719 3490
john.taylor@lge.com

Originally published on GoDaddy Resource Library

Tell us a little bit about yourself and your career journey, to date.

Hi, I’m Natalie! I’m currently a Senior HR Operations Analyst at GoDaddy, but my journey here started back in 2020 as an HR Operations Intern. At the time, I was studying Human Resources Management and Business Analytics at the University of Iowa’s Tippie College of Business, and the internship felt like the perfect intersection of both disciplines. After completing the internship, I joined the team full-time in 2021. Since then, I’ve graduated from the University of Iowa and relocated to Southern California, where I’m now based. My time at GoDaddy has been full of learning, growth, and the chance to work on meaningful projects that bring people, process, and technology together.

What real-life problems does your team solve?

I help support our HR teams that in turn support GoDaddy’s employees, primarily through our ServiceNow platform. When an employee reaches out to an HR representative using our Get Help portal, they are doing so through avenues that myself or other members of my team helped pave with close partnership among our HR and ServiceNow Engineering teams.

I’ve found my niche in HR Operations within reporting, taking data housed in ServiceNow, visualizing it in dashboards, and further analyzing that information. I analyze various types of data to answer questions such as: “How long does it take our HR Partners to resolve employee inquiries?”, “Are employees satisfied with the answers they receive?”, and “Which types of inquiries require multiple steps to resolve, and how can we streamline these processes?” My team’s goal is to make the bridge between our employees and HR Partners as seamless as possible, and I help surface the data that paints that picture.

What has been your most significant learning experience within the past year?

I’ve been leaning into the experimentation mindset that has really picked up speed company-wide. Embracing this has helped me become more courageous and creative in my work.

I’ve learned that sometimes, the best way to move forward is to simply give an idea a shot rather than overthink it. Overthinking tends to stall progress, while trying and learning from what doesn’t work keeps things moving. Not everything works the first time, and that’s okay!

How has HR Operations evolved in recent years?

I’ve seen HR Operations evolve significantly since I joined GoDaddy, especially as our workforce continues to grow globally. Our team plays a central role in making sure HR processes are both efficient and consistent across the regions we support. One of our biggest challenges and opportunities is creating a seamless experience for employees, regardless of their location. To do this, we have to design systems that are both intuitive and scalable, while considering local legislation and customs. It’s one of the many elements that makes working within the HR Technology space complex yet rewarding.

What aspects of GoDaddy’s company culture do you appreciate the most?

I feel there’s a strong spirit of collaboration at GoDaddy and a shared willingness to help each other out to reach better outcomes. People are super approachable, curious, and genuinely invested in producing meaningful work.

What do you enjoy doing outside of work?

Outside of work, I love diving into the arts and music scene. I’ve been oil painting for a few years and recently started exploring ceramics, as well. Taking art classes has become one of my favorite ways to express myself and connect with the creative community here in San Diego. As for music, I don’t play any instruments and I save my singing for solo car rides, but I’m a dedicated concertgoer. If one of my favorite bands is in town, there’s a good chance I’ll be there.

Are you enjoying this series and want to know more about life at GoDaddy? Check out our GoDaddy Life social pages! Follow us to meet our team, learn more about our culture (Teams, ERGs, Locations), careers, and so much more. You’re more than just your day job, so come propel your career with us.

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Throughout 2024 and into 2025, we worked with external advisors to develop our Climate Transition Plan. The process included interviews with key AMD executive leaders and department managers, updated approaches to governance and incentives, robust assessment of risks and opportunities and detailed implementation plans and goal setting. The Plan, which brings a forward-looking lens to our environmental sustainability pillars, aligns with industry standards outlining our ambition, actions and accountability.^[i]

Ambition

AMD continues to pursue a science-based emissions reduction goal for our operations, to work closely with Manufacturing Suppliers and industry groups to support a 1.5°C pathway, and accelerate product energy efficiency to help others to achieve their climate goals.^[ii] Collaboration is central to our approach, largely because AMD has a fabless business model, with external suppliers manufacturing our products and customers integrating them into their devices. The upstream and downstream engagements with these partners are key to addressing Scope 3 emissions that occur beyond our operations.

CDP estimates that global supply chain emissions are on average 11.4 times higher than operational emissions.^[iii] The Semi Climate Consortium report estimates 63% of GHG emissions across electronics devices occur during the use phase.^[iv] Building on our 2020–2025 supplier and product goals, AMD set new 2030 targets focused on supply chain and product use. These include a 25% reduction in carbon intensity for Manufacturing Suppliers^[v] and a 20x increase in rack-level server AI energy efficiency from 2024 to 2030.^[vi]

Action

Our Climate Transition Plan directly supports our decarbonization efforts in a manner that encourages collaboration and further aligns our corporate strategy with our climate strategy. It includes a robust risks and opportunities assessment that incorporates climate scenario analysis to identify key areas that could impact the company’s path to decarbonization and long-term resilience.

These risks and opportunities include:

• Transition risks, such as the potential implementation of carbon taxes, which could increase operational and supply chain costs. Additionally, as demand for renewable energy grows, suppliers may face rising electricity costs, which could indirectly affect AMD.
• Physical risks, such as extreme weather events, which could cause disruptions in our supplier operations.
• Opportunities for continued innovation in energy efficiency across AMD products and in enabling climate solutions that may lead to reputational benefits and increased product demand.

The Plan’s implementation strategy shows how we are addressing these risks and opportunities. Examples include:

• In our operations, we are managing energy use and increasing our investment in renewable energy sourcing.
• In the supply chain, we are prioritizing and engaging Manufacturing Suppliers on activities spanning direct energy, renewable energy sourcing and materials sourcing.
• In our products, we are incorporating energy efficiency into every aspect of product design with a focus on data center sustainability.

 Accountability

The Plan describes our governance structure underlying these efforts, as well as financial incentives to accelerate progress and promote accountability. For example, we demonstrate how incentives are linked to annual performance metrics, promoting accountability and progress toward our energy and climate objectives. In addition to our new 2030 climate-related goals, our Plan also shows how we are actively supporting industry collaborations that advance low-carbon economy aligned with a 1.5°C scenario.

Read our Climate Transition Plan

Originally published in AMD 2024-25 Corporate Responsibility Report.

Footnotes

^{[i] Industry standard reference is based on Transition Plan Taskforce disclosure framework published in October 2023: https://www.ifrs.org/content/dam/ifrs/knowledge-hub/resources/tpt/disclosure-framework-oct-2023.pdf (accessed May 23 ,2025).}

^{[ii] The AMD GHG goal is aligned with the Science-based Target initiative’s (SBTi’s) 1.5-degree minimum target ambition of 4.2% linear annual reduction. The SBTi criteria considers multiple climate scenario models from the IAMC and IEA.}

^{[iii] CDP, “Environmental supply chain risks to cost companies $120 billion by 2026,” 2021, https://www.cdp.net/en/press-releases/environmental-supply-chain-risks-to-cost-companies-120-billion-by-2026 (accessed May 23, 2025).}

^{[iv] Transparency, Ambition, and Collaboration: Advancing the Climate Agenda of the Semiconductor Value Chain, https://discover.semi.org/rs/320-QBB-055/images/Transparency-Ambition-and-Collaboration-BCG-SEMI-SCC-20230919.pdf (accessed May 23, 2025).}

^{[v] AMD calculates the carbon intensity of supply chain emissions using the numerator of total manufacturing supplier emissions (metric tCO2e including suppliers’ scope 1 and 2 emissions from operations, as well as their Scope 3 Category 1 emissions from purchased goods) and the denominator of AMD reported net revenue. For suppliers, AMD surveys our top ~95% of spend to gather directly reported data, and where needed utilizes spend-based estimates using CEDA emission factors.}

^{[vi] AMD based advanced racks for AI training/inference in each year (2024 to 2030) based on AMD roadmaps, also examining historical trends to inform rack design choices and technology improvements to align projected goals and historical trends. The 2024 rack is based on the MI300X node, which is comparable to the Nvidia H100 and reflects current common practice in AI deployments in 2024/2025 timeframe. The 2030 rack is based on an AMD system and silicon design expectations for that time frame. In each case, AMD specified components like GPUs, CPUs, DRAM, storage, cooling, and communications, tracking component and defined rack characteristics for power and performance. Calculations do not include power used for cooling air or water supply outside the racks but do include power for fans and pumps internal to the racks. Performance improvements are estimated based on progress in compute output (delivered, sustained, not peak FLOPS), memory (HBM) bandwidth, and network (scale-up) bandwidth, expressed as indices and weighted by the following factors for training and inference.}

	FLOPS	HBM BW	Scale-up BW
Training	70.0%	10.0%	20.0%
Inference	45.0%	32.5%	22.5%

by Will Wiseman, Climatize

When Alba Forns and I started Climatize, we didn’t want to build another investing platform. After joining 100,000 people at the 2019 Global Climate strikes, we felt the power of being part of a movement. But in that moment, we realized we’d all go home, and the next day, nothing would change. If cardboard signs were our strongest tool, it showed just how much was missing.

How could we rethink our collective power and direct it toward the causes we care about? We envisioned an investment platform where each person in that movement could put their money to work building what we wanted: more renewable energy and fewer emissions. However, most options were narrow and lacked true transparency. Was it too much to ask to see exactly where my money was going? 

As renewable energy engineers, Alba and I saw a gap in the U.S. renewables funding ecosystem that needed solving, as the IEA reflected on its 2023 report: “Small-scale renewable energy projects often face significant financing barriers, as traditional investors and banks prefer larger utility-scale projects that offer lower transaction costs per MW and higher returns.” Meanwhile, smaller, community-focused projects (the ones with local impact) kept getting left behind.

Might we solve both problems in one move? In just over two years, that vision has become real. Find out how in Will’s full article and also watch a short video in their “Powered” series, all here – https://greenmoney.com/rewriting-the-narrative-of-climate-change-from-sacrifice-to-opportunity-2

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Holly, product manager

• Work passion: Boosting confidence that retirement savings will last
• Volunteer passion: Giving cats good homes
• Helping cats and kittens thrive

As a volunteer for the Animal Rescue League of Iowa and a founder of the nonprofit Cat Care Network, I foster kittens, trap community cats for spay/neuter, and provide food, supplies, education, and crisis support to help low-income owners keep their cats.

Connecting through a love of animals

Our shared love of pets can span across language barriers and political, class, race, age, and religious differences. My passion for cats has been an entry point to connecting with many incredible people. And, of course, so many pets need help, especially now as shelters are overflowing and struggling for funding.

Doubling my impact

I deeply appreciate Principal and the Principal Foundation supporting so many ways to help our local, national, and global communities. Their generous board match was a great incentive to create my own nonprofit. The Dollars for Doers program offered by the Principal Foundation has helped finance hundreds of spay/neuter surgeries. And the generous donor match helps further support causes important to me.

Principal Financial Group Foundation, Inc. (“Principal^® Foundation^“) is a duly recognized 501(c)(3) entity focused on providing philanthropic support to programs that build financial security in the communities where Principal Financial Group, Inc. (“Principal”) operates. While Principal Foundation receives funding from Principal, Principal Foundation is a distinct, independent, charitable entity. Principal Foundation does not practice any form of investment advisory services and is not authorized to do so.

© 2025 Principal Foundation.

Principal^® is an equal opportunity employer and an E-Verify participant. All qualified applicants will receive consideration for employment without regard to age, race, color, religion or religious creed, sex, gender, gender identity, gender expression, pregnancy, national origin, ancestry, citizenship status, mental or physical disability, medical condition, genetic information or characteristics, sexual orientation, marital status, domestic partner status, military status, protected veteran status, or any other characteristic protected by law. We also prohibit harassment on these bases.

Know your rights: Workplace discrimination is illegal (dol.gov)

If at any stage of the employment application process you need a reasonable accommodation due to a disability, contact Human Resources at MyHR@principal.com or 1-866-524-6947. Read our employment policies for more information.

Recruitment fraud is a scheme that offers fictitious job opportunities to people. This type of fraud is normally done through online services such as bogus websites, social media, or through unsolicited emails/SMS texts claiming to be from Principal or Principal employees. Only applicants who have filled out an official application on our career site (careers.principal.com) will be considered for employment opportunities. Principal will never ask for money during any stage of the employment application process. If you receive a communication (e.g., LinkedIn message, Facebook Messenger, SMS text, personal email, etc.) asking for money or personal financial information, don’t engage or respond. Please contact our Human Resources team at MyHR@principal.com or 1-866-524-6947, and your local law enforcement. For more information, review our recruitment fraud information.

You can review our U.S. workforce privacy notice (PDF).

Insurance products and plan administrative services provided through Principal Life Insurance Company^®, a member of the Principal Financial Group^®, Des Moines, IA 50392.

4589987-062025

 

Jeff Simmons, President and CEO of Elanco Animal Health, recently joined the Bloomberg Businessweek Daily to discuss the company’s strategic framework and detail why he sees sustainable value creation continuing for years to come.

“I see this as one of the most resilient industries right now with some of the consumer trends that are out there,” Simmons shared.

Simmons went on to emphasize the value of innovation as a driver of the growth at the company, including how its work in the cattle space is meeting the changing expectations of consumers.

“We’ve got a couple products here that are actually helping with productivity and low cattle numbers that are out there. That’s why beef prices are a little higher, but also having an environmental impact. And CPG companies are signing up to say, hey, this is important to the next generation of protein consumers,” Simmons explained.

This discussion comes on the heels of the company’s recently-released 2024 Impact Report, which showcases Elanco’s efforts to enhance animal care, not just improving the lives of animals but also the people who care for them.

Listen to the full interview here.

Learn more about Elanco’s commitments to animal health and how making life better for animals makes life better.

At Marathon Petroleum’s Los Angeles refinery, supporting initiatives that bring people together and create lasting community impact is a priority. One of those partnerships is with the Heart of the Harbor Community Farm, an initiative launched by the nonprofit SBCC Thrive LA with support from the refinery.

This thriving green space in the heart of Wilmington is helping neighbors grow more than fruits and vegetables. It is a place where people can connect, learn and care for one another.

With 66 raised beds available to local residents, the farm provides everything needed to get growing, including soil, compost, plants and gardening knowledge. Beyond that, the space has become a hub for wellness and support. From weekly food giveaways and cooking classes to yoga and educational programs, the farm is responding to community needs in meaningful ways.

“Many families in the area face food insecurity, and the farm helps relieve that pressure while offering a peaceful space to gather and grow,” said Octavio Ramriez, the farm’s Program Director of Community Gardens. “It is important to have this kind of green space in an urban area, especially for youth who are often disconnected from the land.”

Marathon Petroleum has supported Heart of the Harbor since its earliest days. Through consistent funding and hands-on volunteerism, the Los Angeles refinery team has helped the farm grow in both size and impact. Youth now have the opportunity to engage with the land, learn where food comes from and build a deeper connection to nature.

“It was incredible to see so many teams come together and create something this special for our employees and their families.” 

“Supporting this farm reflects the pride our employees have in this community,” said Olga Chavez, Community Relations Representative at Marathon Petroleum’s Los Angeles refinery. “Many of our team members live here in the Harbor area, so investing in programs that support this place is personal.”

And the results speak for themselves. According to SBCC Thrive LA, data confirms the farm is making a measurable difference in the lives of those who visit. It’s helping people eat better, feel better and improve their overall health and quality of life.

“This is exactly the kind of impact we strive for, helping people live healthier, more fulfilling lives,” said Erlend Myhre, Vice President of Refining at Marathon Petroleum’s Los Angeles refinery. “That’s why we’re proud to support efforts like this one.”

Myhre said the refinery team views the partnership as more than just sponsorship. It’s a way to work alongside neighbors and help grow access, opportunity and connection.

“Partnerships like this allow us to be part of something bigger than ourselves,” he added. “When we support efforts that strengthen the communities where we live and work, we all benefit.”

Spanning roughly 55,000 square feet, the farm continues to meet a consistent and growing need, serving as a beacon of hope for local families, which is why its ongoing success relies on strong community support from a variety of dedicated partners.

“Marathon has been the most influential partner we have,” said Colleen Mooney, the farm’s executive director. “Thanks to their support, we’ve been able to invest in the land, the residents and the programs that make this space so valuable.”

In addition to providing fresh food and a safe space for connection, urban farms bring broader health benefits. They help improve air quality and ease the heat that builds up in heavily built areas. It’s one more way the farm is making a difference.

“There really are countless benefits to a space like Heart of the Harbor,” said Ramriez. “And whether it’s here or through the many other efforts in our area, this is just one of the ways Marathon and their people are helping us cultivate a stronger, healthier future for the community they’re proud to call home.”

Part cocktail, part rallying-cry, the story behind the original Cuba Libre cocktail is preserved in the Bacardi Archives and can be traced back to a celebratory moment in Cuban history at the end of the Spanish-American war. American soldiers stationed in Cuba – birthplace of BACARDÍ – brought Coca-Cola® with them for a taste of home which, soon became an island favorite soft drink.

One August day in 1900, while celebrating Cuba’s victory at The American Bar in Havana, a U.S. Army Signal Corps captain decided to ask the bartender for his favorite Cuban BACARDÍ Rum mixed with Coca-Cola® and the squeeze of a fresh lime, sparking interest among others bar patrons. Soon the entire bar was drinking this enticing, new combination. The captain proposed a toast of “¡Por Cuba libre!” (For a free Cuba!) ─ a phrase exclaimed frequently by Cuban revolutionaries and Americans soldiers. The name caught on, and stuck. The cocktail soon spread beyond Cuba to become an international hit, beloved for its simplicity and refreshing taste.

“A favorite among both bartenders and consumers alike, few rum cocktails have been able to stand the test of time like the Cuba Libre,” said Dickie Cullimore, Global Brand Ambassador for BACARDÍ. “It’s easy to master the Cuba Libre and make it your own. By simply combining just three ingredients – the world’s most awarded rum brand, the world’s favorite cola brand and a squeeze of fresh lime – a delicious taste of cocktail history is available at your fingertips at virtually any bar, anywhere, and even at home.”

The Cuba Libre cocktail was itself a product of a revolution in rum-making. In 1862, in Santiago de Cuba, Don Facundo Bacardí Massó developed BACARDÍ, the world’s first smooth light-bodied spirit. Designed to be the ultimate mixing spirit, as it never dominates or dilutes the taste of the drink, BACARDÍ rum inspired the creation of other legendary cocktail recipes like the authentic Mojito, the original Daiquirí, and the Piña Colada. For more than 163 years, through seven generations of Don Facundo’s descendants, family-owned Bacardi has focused on innovation, consistency, quality, taste and excellence in rum-making.

Today, sipping this cocktail made with two iconic drinks brands still summons the same feelings of celebration, liberation and national pride as it did in 1900. In fact, the Rum & Coke® remains one the most ordered drinks worldwide, claiming the #6 spot on the 2025 Bacardi Cocktail Trends Report. More than a century after the Cuba Libre’s origins, Bacardi and Coca-Cola® continue their relationship and in 2025 launched BACARDÍ & Coca-Cola® Ready-to-Drink pre-mixed canned cocktails currently rolling out across the world.

To make the perfect Cuba Libre cocktail and take your drink beyond a Rum and Coke®, remember the squeeze of fresh lime makes all the difference. 

Original BACARDÍ Cuba Libre 
2 oz BACARDÍ Gold® rum
4 oz Coca-Cola® (bottled)
2 lime wedges
Ice cubes

Fill a highball glass with cubed ice. Squeeze juice of fresh lime wedges into the glass and then drop lime wedge rinds directly into the glass. Pour in BACARDÍ Gold rum and top with chilled Coca-Cola®, ideally bottled. Stir gently and enjoy responsibly.

BACARDÍ, ITS TRADE DRESS AND THE BAT DEVICE ARE TRADEMARKS OF BACARDI & COMPANY LIMITED. COCA-COLA AND COKE ARE TRADEMARKS OF THE COCA-COLA COMPANY. PLEASE DRINK RESPONSIBLY.

On a warm spring morning, a native bumblebee hovers over a recently harvested section of a PotlatchDeltic forest, collecting pollen before darting towards a stand of young pine trees. This seemingly small act is part of a much larger story, one where sustainable forestry and pollinator conservation go hand in hand.

Pollinators, such as bees, butterflies, and moths, are essential to the health of forest ecosystems, playing a vital role in the reproduction of many tree species and understory plants. These plants serve as food sources for wildlife species like deer, turkeys, and songbirds, underscoring the role of pollinators in the broader food web.

The interdependence between forests and pollinators extends to agriculture. Proximity to forested areas has been shown to enhance pollination services for nearby crops. For example, plantations of apples, almonds, or coffee can increase their yield by up to 20% with the help of native pollinators from nearby forests or grasslands.

At PotlatchDeltic, sustainability isn’t just about timber production, it includes maintaining ecosystems where pollinators can thrive. Forests provide critical habitats for diverse pollinator species, offering sites for reproduction and foraging resources that are often scarce in other areas.

One of the most valuable habitats for pollinators arises naturally in working forests: early successional habitat. After timber is harvested, sunlight is allowed to reach the ground, promoting the growth of diverse flowering plants, grasses, and shrubs that provide essential nectar and pollen resources.

At PotlatchDeltic, we harvest approximately 3% of our timberland annually. This creates a regular supply of timberland with the conditions needed for an early successional habitat, creating opportunities for newly available pollinator foraging grounds to develop. As a result, butterflies, native bees, and other pollinator species benefit from an ongoing cycle of habitat availability, a prime example of how working forests can actively contribute to biodiversity.

PotlatchDeltic has long implemented science-based forestry practices to maintain diverse, thriving habitats for pollinators and other wildlife. These include:

• Strategic harvest scheduling: Maintaining a steady supply of early successional habitats across the landscape.
• Green-up and adjacency planning: Creating a mosaic of different habitat stages.
• Forest edge retention and daylighting roads: Allowing sunlight to reach the forest floor, encouraging the growth of pollinator-friendly plant species.

These management practices are designed to ensure that working forests remain productive, while also serving as havens for biodiversity.

To deepen its commitment to pollinator conservation, PotlatchDeltic works with the Wildlife Conservation Initiative (WCI), supporting essential research on pollinator health. As some pollinator populations continue to decline, understanding species diversity, habitat use, and population trends has become more important than ever. Through WCI’s research projects, scientists are gathering data that will provide critical information to implement science-based conservation for at-risk species.

PotlatchDeltic’s sustainable forestry management practices help ensure that its working forests remain productive, resilient, and rich in biodiversity for generations to come.

FORWARD-LOOKING STATEMENTS

This release contains certain forward-looking statements within the meaning of the federal securities laws. Words such as “annual,” “continue,” “ongoing,” “regular,” and similar expressions are intended to identify such forward-looking statements. Among the forward-looking statements in this release are statements about our forest management practices and their effectiveness, the percentage of our timberland that we harvest annually, and similar matters. These statements reflect management’s views of future events based on assumptions and are therefore subject to known and unknown risks, uncertainties, and other factors, and are not guarantees of future conduct, results, or policies. Please view the Cautionary Statement Regarding Forward-Looking Information on page 32 of PotlatchDeltic’s 2024 Corporate Responsibility Report.