Tag: 3BL

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.

Ashley Buchalter, manager of global membership development, AMER at Cascale, recently joined a panel of industry experts at Texworld in New York to discuss increased pressure on brands and manufacturers to uphold sustainability commitments. The conversation focused on the challenges of navigating rising costs, evolving regulations, and ongoing supply chain disruptions. Panelists also explored practical strategies companies can adopt to build resilience in this complex environment, without compromising their long-term sustainability goals.

The “Sustainability Under Pressure: Leading Through Uncertainty” panel was moderated by Edward Hertzman, chief executive officer of Hertzman Global Ventures and founder of Sourcing Journal, and included Lisa Diegel, director of global sustainability, Faherty Brand.

Speaking on the United Nations 2030 Agenda for Sustainable Development and the feasibility of achieving SDG targets, Buchalter acknowledged the significant challenges companies face in this endeavor. However, she emphasized the importance of persistence and maintaining a long-term vision. She also highlighted the critical role of data-backed science for companies to set baselines and reach targets.

Buchalter went on to highlight the vital role of executive leadership in driving sustainability commitments, noting Cascale’s membership, which offers companies valuable opportunities to access the support needed to engage and influence leadership toward taking meaningful action.

Buchalter concluded by highlighting priority sustainable development goals for apparel brands, specifically Affordable and Clean Energy (SDG 7) to ensure access to affordable, reliable, sustainable modern energy and increase the share of renewable energy globally. She also noted Decent Work and Economic Growth (DGS 8) as another priority goal, which would promote sustained, inclusive economic growth with full, productive employment and eradicate forced labor, modern slavery, and child labor.

Companies that lead with clarity and compassion — who stay anchored in their values while responding to the moment — are the ones shaping a better future for us all. At Benevity, we know the challenges impact leaders are facing. The stakes are high. The expectations are higher. There are real, authentic conversations to be had and perspectives to be heard. We explore all of that and more in Season 3 of Speaking of Purpose by Benevity — a podcast that brings together voices from across the purpose movement to share what’s working, what’s changing and what’s next.

Hosted by Sona Khosla, Chief Impact Officer at Benevity, each episode embraces conversations grounded in real-world experience, fresh insights and new ideas. These are the stories behind the strategies — from people leading with courage and conviction, working to create lasting and meaningful change. Here are a few of the things we’re talking about this season:

Ep.1: Cracking the code of impact measurement Featuring: Jason Saul, CEO and Founder, Impact Genome.

Watch and listen on YouTube, Spotify and Apple

In this episode, Jason Saul, CEO of Impact Genome, helps us unpack what it takes to create a common language around social outcomes. It’s not about data for data’s sake — it’s about giving corporate social responsibility and nonprofit leaders the clarity they need to act with confidence and conviction. With a push toward standardized reporting in CSR, understanding impact data is no longer a nice-to-have — it’s a necessity. The conversation explores how clearly quantifying and communicating impact can lead to stronger funding, internal alignment and strategic clarity – potentially unlocking billions in giving.

Data from the Benevity 2025 State of Corporate Purpose confirms that 63% of companies are considering adoption of standardized reporting measures. For leaders focused on long-term value creation, the association between purpose and profit is measured in both social impact and business impact, and having standardized data helps tell that story.

Ep.2: The power of purpose as a business strategy Featuring: Brian Tippens, Chief Social Impact and Inclusion Officer, Cisco.

Watch and listen on YouTube, Spotify and Apple

When purpose and business goals are aligned, companies create real, lasting change. Cisco is a powerful example of that alignment in action, bringing mindful, authentic alignment of their purpose goals with their business goals.

In this special episode recorded at Benevity Live! 2024, Brian Tippens, Chief Social Impact and Inclusion Officer at Cisco, talks about the role of empathy in corporate leadership, the strategic value of social investment and the importance of showing up — especially when it’s hard. The conversation explored how to connect community impact to business value, how he and his team strategize about impact leadership and the important role that empathy plays when finding that perfect alignment.

The Benevity Impact Labs Executive CSR Report showed that among companies planning to increase CSR investment over the next 12 months, close to half (43%) of senior leaders say their organizations are boosting resourcing because investments made in CSR initiatives deliver direct business ROI. They’re not soft metrics — they are strategic decisions that drive trust, loyalty and long-term growth.

Ep.3: Unpacking the DEI backlash Featuring: Joelle Emerson, Co-Founder and CEO, Paradigm.

Watch and listen on YouTube, Spotify and Apple

Amid political and public debates, diversity, equity and inclusion (DEI) initiatives are under scrutiny. Joelle Emerson, Co-Founder and CEO of Paradigm, helps unpack what’s making this a hot topic, stepping through what the charged acronym really means, who is driving the debate and what the data says about it. The conversation explores how companies can be grounded in their values and still respond to change without losing sight of their commitments and while building workplaces that work for everyone.

Uncertain moments can feel risky and managing reputation and compliance is a key factor for so many leaders today. The risk assessment matrix from Benevity can help companies adapt and guide their responses, it’s part of the CSR Resilience Playbook designed to help leaders manage through complexity and change and stay aligned with mission, values and long-term impact goals.

Keep Listening 

There’s so much to say, do and discover as the CSR industry evolves. Listen and learn from our growing community of impact professionals who are forging a path forward with empathy, resilience and resolve.

Subscribe to Speaking of Purpose by Benevity now on YouTube, Spotify or Apple to hear more about how business is being done differently

CNH brand, New Holland’s, IntelliSense™ bale automation’s precision in navigating different crop densities and creating evenly filled bales has captured farmers’ attention, with early adopters positive about its potential.

Farmers are appreciating how IntelliSense™ can optimise baling efficiency and provide a level of automation and precision not previously available in baling equipment.

Ryan Gault, Sales Manager with McIntosh & Son Narrogin, has been at the forefront of testing the IntelliSense technology in Western Australia’s Wheatbelt region.

Early trials on demonstration farms with local contractors are highlighting how automating key baler and tractor functions is delivering greater productivity, bale quality, fuel efficiency and operator comfort.

“IntelliSense uses a LiDAR [Light Detection and Ranging] system which allows the baler to speed up or slow down the tractor,” Ryan said.

“The system will automatically adjust speed based on different row conditions, even in areas where the rows aren’t consistently dense.

“IntelliSense will also auto-steer to the windrow, which feeds the baler evenly, reducing blockages and optimising bale quality.”

Ryan demonstrated a T8 tractor with IntelliSense paired to a 1290HD Baler for hay contractor Craig Cousins, who couldn’t believe the improved baling capacity.

“I was amazed by the system’s ability to automatically adjust baling speed and direction. The productivity gains were just unreal,” Craig said.

“IntelliSense allowed us to push the baler faster and more efficiently than I thought possible.

“Some of the rows weren’t actually that big, and then some spots were, but this was actually allowing for it and speeding up.”

Read the full story here.