Tag: 3BL

Published by Las Vegas Sands on June 26, 2025

LAS VEGAS, September 11, 2025 /3BL/ – Las Vegas Sands (NYSE: LVS) has contributed $515,000 to The WASH Foundation, bringing the company’s total foundation contributions to its signature global Sands Cares partner to more than $6.1 million since 2014.

The WASH Foundation aims to bring safe water, sanitation and hygiene (WASH) to the 4.2 billion people who lack access to these resources. The 2025 Sands Cares investment supports three foundation priorities: contributing hygiene supplies to people facing hardships through the annual Sands Cares Global Hygiene Kit Build, funding innovative water initiatives in Sands’ local regions through the Drop by Drop Project and helping The WASH Foundation expand its hygiene education programs around the world.

In 2014, Sands made its first Sands Cares donation to The WASH Foundation for the inaugural Sands Cares Global Hygiene Kit Build, launching a partnership that has yielded a number of milestones, including transformation of the organization’s Las Vegas recycling center into a full soap manufacturing operation and introduction of Las Vegas’ first mobile shower unit for people experiencing homelessness, which enabled the foundation to create the Fresh Start WASH & Wellness Program. Fresh Start is now operating six shower units across Southern Nevada, California and Central Florida and has supported more than 91,000 showers.

“Through every evolution of our partnership, Sands has rallied behind us with funding and Team Member volunteer support, and contributed to the development of several impactful programs that have complemented and enhanced our organization’s efforts,” Shawn Seipler, founder and CEO of Clean the World Global and chairman of The WASH Foundation board, said. “Sands has always understood our larger vision – we are improving health, strengthening quality of life and responding to people in crisis through universal WASH access.”

The 2025 Sands Cares contribution to The WASH Foundation supports the following initiatives:

Global Hygiene Kit Build: In a series of builds in Macao, Singapore and Las Vegas, Sands Team Members will assemble 70,000 hygiene kits for distribution by The WASH Foundation to people facing hardships and crisis situations in these regions. The annual Sands Cares Global Hygiene Kit Build has yielded 1,034,000 kits produced by Sands Team Members since 2014.

The Drop by Drop Project: This year’s Sands Cares funding continues underwriting for grants to local nonprofit organizations in Macao and Singapore through the Drop by Drop Project. This program is a collaboration between Sands and The WASH Foundation to provide support for local water stewardship projects that increase water resiliency, reinvigorate ecosystems, incubate new water solutions and engage the community in these areas.

Capacity-Building Support: The third component of Sands Cares funding is earmarked for capacity-building and operational needs to support The WASH Foundation in expanding its reach through school and community programming, as well as disaster relief efforts around the world.

Sands began working with The WASH Foundation’s strategic partner Clean the World in 2011 to collect and recycle discarded hygiene amenities at the company’s resorts. Since then, Sands, Clean the World and The WASH Foundation have diverted more than 663,000 pounds of waste from landfills and worked together to distribute 4.7 million bars of soap to people in need.

“Our partnership with The WASH Foundation touches each pillar of our People, Communities and Planet corporate responsibility platform by engaging our Team Members in meaningful volunteer work, delivering resources to people facing hardships and crises in our communities, and promoting environmental advocacy through water stewardship initiatives,” Ron Reese, senior vice president of global communications and corporate affairs, said. “From that standpoint, we have had a truly valuable relationship. Yet, what we really value is the foundation’s strategic vision and activism in addressing WASH issues to improve lives around the world.”

To learn more about Sands’ corporate responsibility initiatives and other global Sands Cares community engagement priorities, visit https://www.sands.com/responsibility.

To learn more about The WASH Foundation, visit https://thewashfoundation.org/.

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About Sands (NYSE: LVS)

Sands is the leading global developer and operator of integrated resorts. The company’s iconic properties drive valuable leisure and business tourism and deliver significant economic benefits, sustained job creation, financial opportunities for local businesses and community investment to help make its host regions ideal places to live, work and visit.

Sands’ portfolio of properties includes Marina Bay Sands® in Singapore and The Venetian® Macao, The Londoner Macao®, The Parisian Macao®, The Plaza Macao and Four Seasons Hotel Macao, and Sands® Macao in Macao SAR, China, through majority ownership in Sands China Ltd.

Dedicated to being a leader in corporate responsibility, Sands is anchored by the core tenets of serving people, communities and the planet. The company’s ESG leadership has led to inclusion on the Dow Jones Sustainability Indices for World and North America. To learn more, visit www.sands.com.

About The WASH FOUNDATION: Improving Health. Transforming Lives.

The WASH Foundation is a nonprofit organization whose purpose is to transform the lives of women, children and communities worldwide and improve their health by providing them with enhanced access to clean water, improved sanitation, hygiene education and supplies, and critical hygiene supplies for disaster relief. The WASH Foundation partners with local governments and nongovernmental organizations to strengthen communities’ policies, systems and infrastructure for future generations.

Since its establishment in 2009, The WASH Foundation has helped serve over 17.4 million people, helped provide disaster relief supplies to 1.5 million people, and distributed over 91.3 million bars of soap and 7.1 million hygiene and comfort kits. To learn more about The WASH Foundation and its global impact, please visit https://thewashfoundation.org.

Contacts:

Kristin Koca
Sands
702.923.9142
Kristin.Koca@sands.com 

Sara Weaver
The WASH Foundation/Clean the World Global
321.368.5719
sweaver@cleantheworld.org

When it comes to environmental remediation, the toughest questions are often not technical, they’re business driven. While you may be asking yourself whether your data is strong enough or your strategy clear enough, the C-Suite is focused on financial outcomes:

• Why does this reserve keep changing?
• Why does closure seem endless?
• Why do these sites just never go away?

At the heart of the matter is liability. Leadership wants to know when remediation will be “done,” while you’re wrestling with uncertainty, evolving regulations, and complex site conditions. Bridging this gap requires the right tools, consistent communication, and a clear exit strategy.

In our recent webinar, “Don’t Just Clean It—Leverage It: The Business Case for Extinguishing Remediation Liability,” Rosemarie Hebner, Esq., Senior Consultant, moderated a conversation between Jack Sheldon, Senior Consultant, and Scott Recker, Environmental Remediation Practice Leader, on this topic.

Below are four essential insights from this webinar to help you build confidence with leadership, extinguish liability, and ultimately achieve closure.

Missed the webinar? Watch it on-demand

1. Build a Robust Conceptual Site Model (CSM)

Your conceptual site model is the foundation of any successful remediation program. Without it, you risk oversimplifying site conditions, underestimating liabilities, and losing credibility with stakeholders.

A strong CSM does more than map geology and contaminant plumes—it tells the full story of your site. Leveraging new technologies such as high-resolution site characterization, drone imagery, and advanced visualization software can transform your CSM into a dynamic decision-making tool.

Key takeaway: Invest upfront in high-quality data and visualization. The stronger your CSM, the more confidently you can communicate risk, progress, and strategy to leadership.

2. Align the CSM with Financial Expectations

A CSM is not just a technical tool, it’s a business tool. For leadership, reserves and liabilities are front of mind. Your CSM should help connect environmental conditions with financial outcomes.

Ask yourself: Does the model align with your reserve-setting philosophy? Does it reflect the uncertainties that finance needs to see, while also providing pathways for closure?

Key takeaway: Your CSM must bridge science and finance. When aligned with business expectations, it becomes your most powerful communication tool with executives.

3. Develop and Communicate a Clear Exit Strategy

Leadership’s most pressing question is: “What does done look like?” Without a defined exit strategy, remediation appears endless, and costs can be unpredictable.

An exit strategy must account for uncertainties, such as regulatory changes, third-party risks, and stakeholder concerns. It should also align with your organization’s risk philosophy:

• Minimize spend and maximize cash flow
• Be opportunistic when value can be created
• Aggressively reduce liability upfront to shorten the long tail of costs

Key takeaway: Define what closure looks like early. Map milestones and pathways so that leadership understands not only the current status but also the plan to reach the finish line.

4. Speak the Language of Business

Technical uncertainty is inevitable in remediation. What matters is how you communicate it. Finance teams expect consistency and clarity, even when exact numbers are not possible.

Tools like probabilistic modeling, deterministic estimates, and reserve philosophies (probable vs. estimable liabilities) can help you frame uncertainty in financial terms. Showing projections, such as reduced spend over time across a portfolio, builds confidence and demonstrates control.

Key takeaway: Uncertainty doesn’t have to erode trust. Communicate with data, models, and a clear reserve philosophy, and you’ll gain credibility with your C-Suite.

Frequently Asked Questions

Q: How do I explain liability when I can’t give a precise number?
A: Use your CSM as a visual communication tool. Show the variables, explain the uncertainties, and tie your reserve-setting approach back to a consistent philosophy agreed upon with finance. This builds trust even when the full liability isn’t yet quantifiable.

Q: Can a CSM show progress over time?
A: Yes. With the right software, you can integrate historic and new data to visualize plume shrinkage, calculate soil or groundwater volumes, and even show mass reductions. Sequencing these over time is powerful for demonstrating progress toward extinguishing liability.

Q: What’s the difference between a reserve and total liability?
A: Reserves reflect probable and estimable obligations, while total liability includes all possible outcomes—even those not yet quantifiable. The two rarely match. What’s important is applying your reserve philosophy consistently across the portfolio.

Looking Ahead

Extinguishing remediation liability requires more than technical fixes. It requires strategy, communication, and alignment with business objectives. By building robust conceptual site models, connecting them to financial outcomes, defining exit strategies, and speaking the language of business, you can shift the conversation from endless liability to measurable progress and closure.

If you have questions about managing your remediation liability or want support building a robust exit strategy, reach out to our Environmental Remediation team today.

Students in 18 countries and territories will work alongside Otis mentors to design mobility solutions that support people and communities during natural disasters.

The Made to Move Communities program aims to build the next generation of talent, ensure workforce readiness, and sustain innovation across the elevator and escalator industry. It has reached more than 1,000 students and resulted in more than $1.25 million in grants to schools globally to support STEM education since 2020.

FARMINGTON, Conn., September 11, 2025 /3BL/ – As natural disasters increase in frequency and intensity, students participating in the Otis Made to Move Communities program this school year will apply artificial intelligence and STEM skills to design mobility solutions to support communities and first responders before, during and after natural disasters.

This is the sixth year of the flagship STEM education and mentoring program from Otis (NYSE: OTIS), the world’s leading elevator and escalator manufacturing, installation and service company.

“We’ve all witnessed the destruction natural disasters can have on families, communities, public infrastructure and cities,” said Randi Tanguay, Otis Chief Communications Officer. “Our hope is that this challenge will resonate directly with students and inspire them to see the power of STEM-based solutions to mitigate these challenges and build more resilient communities – all while developing skills and potentially shaping their future careers.”

This year, more than 200 students from 25 schools in 18 countries and territories will participate in the program. They will work alongside more than 150 Otis mentors. 

What is the Made to Move Communities Program?

Otis’ Made to Move Communities™ program is a global student challenge inspiring creative, STEM-based solutions to real-world mobility issues. Here’s how it works: 

• Students explore how real-world challenges affect movement in and around their communities and develop innovative solutions with the potential to create more connected communities and improve mobility for all.
• Student teams from each school compete within their respective Otis regions, presenting their ideas to a panel of Otis judges. The winning team from each region then competes in a final round to be named the global winner.
• At the end of the Made to Move Communities program, each participating school receives a grant to continue STEM education. Grants range from $7,500 to $35,000 based on the team’s performance.

How the Made to Move Communities program is building the workforce of the future

Agustín was recently hired as an Otis mechanic in Punta del Este, Uruguay. Just two years ago, he was a high school student participating in the Made to Move Communities program. 

When a job opened up at the local Otis branch, Operations Manager Miguel C. encouraged Agustín to apply. Miguel had mentored the students in the Made to Move Communities program and noted Agustín’s interest in the elevator and escalator industry. 

Their story is an example of how the Made to Move Communities program builds real-world talent, enhances professional growth and deepens the company’s impact in the communities where it operates – while also encouraging future careers at Otis and in the industry. 

“This is how we can empower others, foster innovation, and build a brighter future together,” Miguel said.

Agustín encourages students to participate in the program if they get the chance.

“To other schools and students thinking about joining Made to Move Communities, I’d say go for it,” he said. “It’s not only going to help you grow – it’ll also develop your empathy, teamwork and problem-solving skills.” 

To learn more about the Made to Move Communities program, visit www.otis.com/mtmc. 

What is the Otis Made to Move Communities program?

Otis’ Made to Move Communities™ program is the company’s flagship social impact program. It is a global student challenge inspiring creative, STEM-based solutions to real-world mobility issues. 

What are the goals of the Made to Move Communities program?

The Made to Move Communities program brings together students, educators and Otis colleagues as mentors, with the goals of advancing STEM and leadership skills to help build the next generation of talent, ensuring future workforce readiness, and sustaining innovation.

What is the community impact of the Made to Move Communities program?

Since 2020, Made to Move Communities has engaged over 950 Otis colleagues in mentoring more than 1,000 students, and delivered nearly 100 grants totaling over $1.25 million to support ongoing STEM education at participating schools.

Why is the Made to Move Communities program focused on natural disasters this year?

Each year, Otis identifies a theme that aligns with global trends and business priorities such as aging populations, accessibility or emerging technology.

Over the past half century, natural disasters have increased in frequency at least five-fold and have also become more intense. Disasters can often lead to or exacerbate human mobility challenges, vulnerabilities and needs among affected communities, including by first responders.

About Otis

Otis gives people freedom to connect and thrive in a taller, faster, smarter world. The global leader in the manufacture, installation and servicing of elevators and escalators, we move 2.4 billion people a day and maintain approximately 2.4 million customer units worldwide – the industry’s largest Service portfolio. You’ll find us in the world’s most iconic structures, as well as residential and commercial buildings, transportation hubs and everywhere people are on the move. Headquartered in Connecticut, USA, Otis is 72,000 people strong, including 44,000 field professionals, all committed to manufacturing, installing and maintaining products to meet the diverse needs of our customers and passengers in more than 200 countries and territories. To learn more, visit www.otis.com and follow us on LinkedIn, YouTube, Instagram and Facebook @OtisElevatorCo.

When Supply & Demand Chain Executive published its feature, “DP World’s Brittany Caskey Details Why Mentorship Matters,” it spotlighted not only an accomplished leader but also a powerful truth: mentorship is essential to building the next generation of women in supply chain leadership.

In the article, Caskey – recently named a 2025 Women in Supply Chain Award winner – shared how mentorship has shaped her journey. “Mentorship is one of the most impactful ways to grow professionally and personally,” she noted, emphasizing the confidence and perspective it provides. She also highlighted that mentoring is a two-way street: both mentor and mentee learn, evolve, and benefit from the relationship.

Why Mentorship Is a Strategic Advantage

As Supply & Demand Chain Executive reported, Caskey sees mentorship as critical to navigating the challenges of an industry that remains male-dominated at the leadership level. “Women bring diverse perspectives to the table, and mentorship helps ensure those perspectives are elevated and valued,” she said in the feature.

This is a philosophy deeply aligned with DP World’s culture. Initiatives such as #MentorHer, the company’s global mentorship program, are designed to create those very pathways – ensuring women have direct access to senior leadership guidance and opportunities for advancement.

DP World’s Broader Commitment to Inclusion and Growth

Caskey’s recognition builds on a broader trend within DP World: breaking barriers and fostering equity across its operations. In Brazil, programs like She in Operations have helped triple the number of women in operational roles, while in the Dominican Republic, the Women Forklift Program trained women to take on heavy-equipment roles traditionally closed to them.

These efforts are complemented by DP World’s Great Place to Work® certification across eight countries in the Americas and sustainability-driven community initiatives like the newly launched English Academy in Chile, all underscoring how the company integrates equity, education, and sustainability into its business model.

The Takeaway: Moving People Forward

The Supply & Demand Chain Executive article makes clear that mentorship is more than a personal benefit—it’s an industry imperative. As Caskey explained, it ensures women not only enter the supply chain field but thrive as leaders within it.

Her recognition as a Women in Supply Chain Award honoree is a milestone not just for DP World, but for an industry that must continue investing in mentorship, diversity, and inclusion to stay resilient.

Read the full Supply & Demand Chain Executive article here.

Learn more about careers and mentorship opportunities at DP World Careers.

September 10, 2025 /3BL/ – Artificial intelligence is impacting sustainability disclosure and reporting worldwide across industries, capital markets, governments and the United Nations.

James Grabert, mitigation division head of the United Nations Framework Convention on Climate Change (UNFCCC) will be participating in “How AI Is Disrupting Sustainability Reporting” on Sept. 23 during Climate Week NYC. Registration is now open for the event.

In addition to Grabert, speakers include Matthew Gardner, managing partner, SustainServ; Julie Kae, vice president, sustainability and DE&I, QLIK, and executive director, QLIK.org; Michelle Marks, managing partner, Ideas on Purpose; Jerome Cloetens, founder and CEO, Palau Project; and Dave Armon, executive vice chairman, 3BL.

Sustainability reporting and disclosure is evolving rapidly. AI automates data collection and analysis at unprecedented speed and is improving our understanding of how sustainability performance can drive business performance.

Meanwhile, traditional models for how companies collect, compile and communicate relevant information about their organization are changing rapidly—stakeholders want information year-round across multiple channels and seek more granular analyses about the companies they are interested in. 

At this event AI’s potential and shortcomings–and the risk of standing on the sidelines–will be at the center of a dynamic conversation with five trailblazers in corporate sustainability, communications and artificial and business intelligence.

What We’ll Explore:

• AI-Enhanced Reporting: How intelligent data platforms are transforming sustainability data collection, analysis, and insight generation while enabling more strategic communications. But questions about data bias and objectivity cannot be minimized.
• Beyond Annual Reports: Why leading companies are expanding to multi-channel sustainability communications—digital hubs, targeted content, and ongoing stakeholder engagement.
• The New Discovery Landscape: How AI-powered search changes where stakeholders encounter your sustainability story, requiring content optimized for both human engagement and AI comprehension.

Featured Perspectives:

• Data & Analytics: How AI-powered business intelligence transforms sustainability data management and creates opportunities for more compelling storytelling.
• Strategy & Implementation: Global consulting expertise on integrating AI capabilities while maintaining strategic focus on material issues and stakeholder authenticity.
• Communications Innovation: Approaches to creating credible and informative sustainability content that engages stakeholders across multiple channels.
• Real-World Application: Hear from a practitioner on how they are integrating AI into their operations and strategies.

Who Should Attend: CSOs, CCOs, IROs, and sustainability professionals navigating the intersection of AI capabilities, reporting requirements, and stakeholder engagement in an increasingly complex communications landscape

Contact: 
Travis Small
Slowey McManus Communications
617-538-9041 (cell)

September 23rd – 3pm to 6pm 
The Empire State Building, 350 5th Ave NYC

RSVP HERE

Please be advised that photographs and/or video recordings may be taken at this event. By attending, you are consenting to your likeness being captured and used for promotional and archival purposes on our website and social media platforms. If you prefer not to be photographed, please notify a staff member or the photographer

3BL
3BL has revolutionized how brands share their corporate sustainability and social impact progress.

By leveraging our proprietary technology and expansive distribution network, you can easily access disparate and hard-to-reach stakeholders. And, with our best in class analytics suite, you can measure the impact of your ESG initiatives and build a positive reputation that lasts.

Our Brand Studio combines the editorial expertise of TriplePundit’s sustainability communicators and the reach of 3BL’s unrivaled distribution network, so you can find new ways to tell your stories better and share them more widely across your target audiences.

More from 3BL

AEG Europe has been recognized by the Inspiring Workplaces Group as one of the 2025 Global Top 100 Inspiring Workplaces, which recognizes excellence in workplace culture, employee engagement, and inclusive leadership.

The recognition follows AEG Europe’s its earlier recognition this year as one of the Top 25 Most Inspiring Workplaces in Europe and reflects the incredible work of the company’s teams across the region.

“To be recognized on a global scale is an incredible honor,” said Kirstie Loveridge, Executive Vice President for People & Culture, AEG Europe. “This recognition belongs to every colleague who makes AEG more than a place to work — they make it a place where people feel inspired, supported, and empowered to make a difference.”

AEG Europe operates some of region’s most iconic venues, including The O2 in London, and is a division of AEG, the leader in sports and live entertainment with operations across North America, Europe, and Asia.

To learn more about the Inspiring Workplaces Group and the 2025 Global Top 100 Inspiring Workplaces, please click here.

ROCKY HILL, Conn., September 10, 2025 /3BL/ – Henkel, a leading manufacturer of well-known consumer and industrial brands such as Dial® soap, Schwarzkopf® hair care, all® laundry detergent, and Loctite®, Technomelt®, and Bonderite® adhesives, sealants, and functional coatings, has been named to Fast Company’s seventh annual Best Workplaces for Innovators list. This ranking recognizes businesses that foster a culture of innovation across all levels and around the world.

The 2025 Best Workplaces for Innovators list ranks 100 winners across industries such as entertainment, biotech, consumer packaged goods, marketing, education, and healthcare. To earn recognition, Henkel proved its excellence in innovation by citing programs and investments that demonstrate an infrastructure and workplace culture that cultivates breakthrough ideas arising from any corner of the organization.

Henkel earned a spot for its approach to accessibility in product packaging, cultural transformation programs, and global innovation centers.

• In January 2025, the all® free clear brand became the first laundry detergent in the U.S. to feature smart codes on its packaging for individuals with low vision and blindness. Henkel partnered with NaviLens, a navigation and scanning tool, to audibly notify users of the product name, type, dosing instructions, and precise in-store location.
• To foster a culture of innovative collaboration, Henkel created the Accelerate Cultural Transformations (ACT) program, inviting employees to openly engage in evaluating and building culture via small group meetings with dedicated topics. ACT helps working teams elevate everyday innovations by reserving this dedicated time to build connections, provide meaningful insights to peers, and enhance output and development.
• Henkel’s 61 innovation centers in the U.S., Europe, and Asia are state-of-the-art facilities, stocked with advanced laboratory equipment and technologies to advance research and development efforts. At these centers, Henkel employees develop customized solutions that accelerate development and enhance Henkel’s product portfolio while honoring the company’s commitment to sustainability.

“Being recognized as a Best Workplace for Innovators is a tribute to the outstanding people at Henkel that ideate, collaborate, and innovate to drive excellence across the entire business,“ said Phil Schaffer, Corporate Senior Vice President, Henkel Consumer Brands, North America. “Our approach to innovation isn’t just about extraordinary ideas — it’s about exciting our customers, enriching consumers‘ lives, and advancing progress in local communities. Henkel’s purpose as pioneers at heart fosters a culture that nurtures creativity, values experimentation, and dreams big alongside our partners to deliver solutions that can shape tomorrow.”

“Each year, we’re inspired by the companies and leaders who prove that innovation doesn’t happen by accident—it’s the result of intentional choices to empower people at every level,” says Brendan Vaughan, editor-in-chief of Fast Company. “The organizations on this year’s Best Workplaces for Innovators list show that when you build a culture where creativity and risk-taking are valued, breakthrough ideas inevitably follow.”

Contact:
Erica Cooper, Corporate Communications Canada/USA
475-232-4973
erica.cooper@henkel.com

Originally published by The Atlanta Journal-Constitution

By Dan Amos

When my uncle John passed in 1990, my family and I were devastated. He was the life of the party even if he wasn’t there. Then cancer took his body, along with his sense of humor, brilliant mind and business acumen.

With his passing, I suddenly became CEO of Aflac, and it wasn’t the first – or last – time cancer profoundly impacted my family. Decades prior, my grandfather withered away, also from cancer. More recently, we lost a beloved member of our family, still in his 40s. To say I’ve been touched by this terrible disease is an understatement.

Each year, 80,000 young adults between 20 and 39 are diagnosed in the U.S., according to the American Cancer Society.

Too often we hear about celebrities, athletes, royalty and dignitaries, all young, active and healthy-looking, diagnosed before their 50th birthdays. While mortality rates are declining, some cancers are more frequently diagnosed in younger Americans, and that should have us concerned.

Most Americans are delaying critical health screenings

As a dad, a granddad, a husband and 35 years as CEO, I’ve learned that we don’t avoid risk, we manage it. We drive cars but always buckle up.

We invest but diversify our portfolio. We let our children play but hold their hands when crossing the street…

Read the full article in The Atlanta Journal-Constitution

Global energy technology company SLB (NYSE: SLB) announced its Methane LiDAR Camera has been approved by the U.S. Environmental Protection Agency (EPA) as an alternative test method (ATM) for methane detection under the OOOO family of regulations. This part of the regulation is aimed at stopping fugitive methane emissions.

The SLB Methane LiDAR Camera is an autonomous measurement tool with component-level spatial resolution capabilities that clearly distinguish between fugitive leaks and permitted emissions, without requiring secondary measurements. The ATM approval will enable oil and gas operators to use the Methane LiDAR Camera as a standalone methane detection solution, eliminating the need for labor-intensive traditional methods such as Optical Gas Imaging (OGI) surveys.

“Advanced technology solutions are crucial to address the industry’s emissions of methane — a potent greenhouse gas (GHG) with a near-term warming impact up to 80 times that of CO₂,” said Ravi Peddibhotla, Emissions Business Manager, SLB. “Unlike other EPA-approved technologies, the Methane Lidar Camera’s spatial resolution allows it to identify emissions sources precisely, preventing false alarms from permitted methane vents. This will enable our U.S. customers to improve their compliance and more efficiently mitigate fugitive emissions from their operations.”

Approved at all leak resolution thresholds under the regulation, SLB’s Methane LiDAR Camera operates effectively in diverse conditions, including daytime, nighttime, and in the presence of other gases. Unlike OGI cameras, it is not affected by the temperature difference between the gas and the surrounding environment — a crucial factor for accurate detection. Built-in laser imaging technology visualizes and quantifies emission rates, duration, location, persistence and timing. Operators can access measurements and images remotely via a digital platform, facilitating efficient management of Leak Detection and Repair (LDAR) activities and reporting.

To date, 100 LiDAR Cameras have been deployed by SLB’s customers across four continents.

For more information, visit slb.com/LiDAR

About SLB

SLB (NYSE: SLB) is a global technology company that drives energy innovation for a balanced planet. With a global footprint in more than 100 countries and employees representing almost twice as many nationalities, we work each day on innovating oil and gas, delivering digital at scale, decarbonizing industries, and developing and scaling new energy systems that accelerate the energy transition. Find out more at slb.com.

Media

Josh Byerly – SVP of Global Communications
Moira Duff – Director of External Communications
SLB
Tel: +1 (713) 375-3407
Email: media@slb.com

Investors

James R. McDonald – SVP of Investor Relations & Industry Affairs
Joy V. Domingo – Director of Investor Relations
SLB
Tel: +1 (713) 375-3535
Email: investor-relations@slb.com

Cautionary Statement Regarding Forward-Looking Statements:
This press release contains “forward-looking statements” within the meaning of the U.S. federal securities laws — that is, statements about the future, not about past events. Such statements often contain words such as “expect,” “may,” “can,” “estimate,” “intend,” “anticipate,” “will,” “potential,” “projected” and other similar words. Forward-looking statements address matters that are, to varying degrees, uncertain, such as forecasts or expectations regarding the deployment of, or anticipated benefits of, SLB’s new technologies and partnerships; statements about goals, plans and projections with respect to sustainability and environmental matters; forecasts or expectations regarding energy transition and global climate change; and improvements in operating procedures and technology. These statements are subject to risks and uncertainties, including, but not limited to, the inability to achieve net-negative carbon emissions goals; the inability to recognize intended benefits of SLB’s strategies, initiatives or partnerships; legislative and regulatory initiatives addressing environmental concerns, including initiatives addressing the impact of global climate change; the timing or receipt of regulatory approvals and permits; and other risks and uncertainties detailed in SLB’s most recent Forms 10-K, 10-Q and 8-K filed with or furnished to the U.S. Securities and Exchange Commission. If one or more of these or other risks or uncertainties materialize (or the consequences of such a development changes), or should underlying assumptions prove incorrect, actual outcomes may vary materially from those reflected in our forward-looking statements. The forward-looking statements speak only as of the date of this press release, and SLB disclaims any intention or obligation to update publicly or revise such statements, whether as a result of new information, future events or otherwise.

View original content here.

DAVIDSON, N.C., September 10, 2025 /3BL/ – Trane®—by Trane Technologies (NYSE: TT), a global climate innovator, has extended its chiller plant control facility programming application, specific to the unique operating needs and conditions of modern data centers, through Trane’s Tracer SC+ system controller. Harnessing Trane’s deep systems knowledge and expertise, chiller plant control converts complex programming into a simplified, efficient solution that can be customized to meet unique needs.

As AI pushes data centers to new extremes, Trane is uniquely positioned to lead with whole-system thermal management solutions, helping to achieve peak performance, reliability, and operational efficiency. Tracer chiller plant control runs sophisticated strategies that dynamically manage the rotation, staging and sequencing of multiple chillers, simplifying system control and expediting startup and commissioning.

“Thermal management is a performance multiplier, separating peak performance from failure,” said Steve Obstein, Vice President and General Manager, Data Centers, Trane Technologies. “It’s not just about components — it’s about how the whole system performs under pressure, and that’s where chiller plant control comes in.”

Unlike other variable, custom solutions that address pieces of the system, Trane designs and delivers high-quality and configurable solutions throughout the entire thermal management lifecycle. Tracer chiller plant control plays a key role in Trane’s full-service approach for achieving and maintaining efficient and effective data center cooling, across installation, operation and long-term system maintenance.  Through precise control algorithms and actionable insights, chiller plant control orchestrates greater efficiency throughout the entire data center and helps reduce wear and tear for extended equipment lifespan.

Trane controls serve as the backbone of intelligent systems, enabling advanced thermal management through seamless data flow to help detect issues early, maintain performance and operate within a secure digital framework that meets the demands of modern data centers. Through Trane Autonomous Control, connected tools, and smart services, Trane equips thousands of local Trane service experts across North America and our customers with the tools needed to resolve issues fast and efficiently.

Trane continues to strengthen its comprehensive thermal management systems portfolio for data centers through a series of custom innovations that include scalable liquid cooling platforms, an efficient fan coil wall platform, larger capacity and higher operating ambient temperature air-cooled chillers, and a modern Computer Room Air Handler (CRAH) solution, engineered for AI workloads, sustainability, and future growth. For more information about Trane’s services for data centers, visit www.trane.com/datacenterwww.trane.com/datacenter.

About Trane 

Trane®—by Trane Technologies (NYSE: TT), a global climate innovator—creates comfortable, energy efficient indoor environments through a broad portfolio of heating, ventilating and air conditioning systems and controls, services, parts and supply. For more information, please visit www.trane.com or www.tranetechnologies.com.

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