Tag: 3BL

Originally published in GoDaddy’s 2024 Sustainability Report

Business Aligned People – Centered Strategy

By valuing individuality, we grow together.

At GoDaddy, we are committed to attracting, motivating, and retaining qualified talent from around the world. We strive to foster a diverse, inclusive, and equitable workplace where all employees can learn, grow, and succeed, driven in part by their ability to understand how their work connects to our business’ objectives and customers’ experience.

A workforce that reflects the diverse communities we serve strengthens our innovation, creativity, and competitiveness. The unique perspectives and experiences of our employees enhance our ability to connect with more people and drive greater impact for entrepreneurs globally. As we work to make opportunity more inclusive for all, we remain focused on cultivating an environment where our employees can thrive. We focus on running inclusive recruitment processes to hire qualified talent, compensating our employees fairly based on the work they perform, and cultivating a respectful and supportive company culture.

Our People-Centered Strategy in Action

We realize the value of having a community consisting of many different types of people, to enable employees as individuals, and empower teams to produce better business outcomes. This requires executing inclusive programs and policies across our employee experience lifecycle, including for recruitment, career and professional development, and engagement programs.

We also integrate people-centered priorities in how we operate across our business operations, including approaching our partnerships, investments, policies, and communication with similar thoughtfulness and care. Finally, to help customers feel supported and that their needs and feedback are considered in the products and services we offer them, we work to understand the different types of customers we serve as well as how we can help them individually succeed.

Driven by Accountability

Building an inclusive and equitable workforce requires accountability and transparency. Our Diversity, Equity, Inclusion, and Belonging Steering Committee, which is composed of senior leaders, plays a key role in fostering an inclusive employee and customer experience by providing feedback, direction, and championship as needed.

As part of our commitment to accountability, we are also focused on transparent disclosures. By regularly analyzing and sharing our workforce representation and pay parity results through public reports, we’re holding ourselves accountable to enable a truly inclusive environment where all can thrive.

Representation Matters

We believe that representation matters because it helps in attracting and retaining the best talent, inspiring innovation, and building great products and services to better serve entrepreneurs everywhere. Our aim is to foster an environment reflective of the diverse perspectives and experiences of our customers and the communities we serve.

Board Composition

Our business and ability to enhance long-term value are supported by our mission to make opportunity more inclusive for all through our work to serve our diverse customer base. Our Board, in conjunction with the Nominating and Governance Committee, seeks qualified individuals to serve as directors who broaden, among other things, the mix of experience, skills, knowledge, personal and professional backgrounds, age, tenure, and diversity of our Board to help serve that mission. For more information on our Board please review our 2025 Proxy Statement on our Investor Relations Financials page or the Frameworks & Metrics section in the Appendix.

Global Gender Diversity¹

In 2024, women represented 30% of GoDaddy’s global workforce and non-binary employees represented 0.2%. Since we started reporting this information in 2015, women employed by GoDaddy has increased by 5 points, and women in leadership positions has increased by approximately 6 points.

All company

• 2024 Women: 30%
• 2023 Women: 30%

Leaders and Directors

• 2024 Women: 31%
• 2023 Women: 32%

Technical roles

• 2024 Women: 22%
• 2023 Women: 21%

Non-tech roles

• 2024 Women: 39%
• 2023 Women: 38%

Non-binary

• 2024 Non-binary: 0.2%
• 2023 Non-binary: 0.3%

U.S. Race & Ethnic Diversity by Role²

GoDaddy’s representation of employees of color in the U.S. is up 6 points since we started reporting this data in 2017. Additionally, the U.S. representation of employees of color in leadership roles is up 9 points and the percentage of people of color in technical versus non-technical roles has increased 11 points since we started reporting this information in 2017.

All company

• 2024 People of Color: 38%
• 2023 People of Color: 38%

Leaders and Directors

• 2024 People of Color: 33%
• 2023 People of Color: 31%

Technical roles

• 2024 People of Color: 42%
• 2023 People of Color: 41%

Non-tech roles

• 2024 People of Color: 33%
• 2023 People of Color: 34%

A Closer Look at U.S. Race & Ethnic Diversity³

Employees who identify as Asian increased by nearly 1 point, while all other groups remained within a couple of tenths of percentage points year-over-year.

We recognize that ethnicity and race are distinct, and we continue to assess our data collection efforts against government reporting agencies and best practices. For more details on our workforce diversity, please refer to the Frameworks & Metrics section.

2024

• 0.7% American Indian
• 17.3% Asian
• 4.5% Black
• 10.2% Hispanic
• 4.4% Multiracial
• 0.5% Pacific Islander
• 4.4% Undeclared
• 57.9% White

2023

• 0.7% American Indian
• 16.4% Asian
• 5.1% Black
• 10.5% Hispanic
• 4.5% Multiracial
• 0.4% Pacific Islander
• 4.4% Undeclared
• 58.1% White

Pay Parity

Our compensation programs and practices are designed to compensate our employees fairly based on the type of work they perform and their performance, and we continue to publicly report our data to demonstrate transparency and accountability to both current and prospective employees.

In 2015, we were one of the first companies to publish pay parity results, and we’re proud to celebrate 10 years of sharing our gender pay data and 8 years of U.S. ethnicity pay data. While our goal is a $1.00-to-$1.00 pay parity target, we consider slight variations—just a few cents on either side of a dollar—to be fair results based on factors such as variable compensation components like bonuses, equity grants, employee performance, and experience.

Pay parity is more than a one-time, check-the-box exercise—it’s an ongoing, rigorous process. In 2024, we continued to partner with a third- party expert to execute a multivariate regression analysis accounting for variables like performance and length of time in a role, which are considered reasonable explanations for differences in pay. This supports our efforts in applying appropriate and accepted methods and standards to our analysis and mitigations.

Gender Compensation Data^4,5

As illustrated in the chart above, GoDaddy-wide, we continue to maintain global gender pay parity, ensuring that people earn the same regardless of their gender. This commitment spans all career levels globally, as we believe true equity involves everyone.

U.S. Race & Ethnicity Compensation Data⁶

Our goal is to ensure people earn the same regardless of race and ethnicity. This data shows that people of color have comparable pay relative to white employees. Differences of a cent or two are due to the analysis being a single point in time data set, which includes total compensation awarded, such as annual bonuses and equity grants, all of which are variable and impacted by employee performance.

A Closer Look at Compensation Data — U.S. Race & Ethnicity⁷

• See chart above

To learn more, read our 2024 Sustainability Report.

About This Report

This GoDaddy 2024 Sustainability Report details our progress toward our corporate sustainability goals, strategies, and initiatives in support of our overarching corporate mission and values. Unless otherwise noted, this report reflects our corporate sustainability performance across our global operations covering the fiscal year period from January 1 to December 31, 2024. To demonstrate our commitment to transparent communication regarding our sustainability progress, we routinely share updates through our website and our annual Sustainability Report. We welcome your questions, comments, and feedback on this report by contacting ESG@GoDaddy.com.

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

¹Categories are not mutually exclusive.

²Categories are not mutually exclusive.

³Due to rounding, totals may not equal 100%.

⁴Categories are not mutually exclusive.

⁵While we continue to track the data for non-binary employees, the sample size is too small to report.

⁶Categories are not mutually exclusive.

⁷While we continue to track the data for American Indians and Pacific Islanders, the sample size is too small to report.

Originally published on U.S. Bank company blog

Edy Francisco didn’t intend to get into the auto wrapping business. He started out as a car detailer in Omaha, Nebraska, and noticed that several of his customers’ cars had wraps on their vehicles.

“That’s how we got our idea to see if we could do wraps on cars,” said Francisco, who owns Omaha Auto Wraps.

Francisco’s vision – to grow his business by doing more – helped Omaha Auto Wraps have tremendous growth over its five-year history. His business now includes vehicle wrapping for commercial and personal vehicles, custom signs and floors, and screen printing and embroidery for custom T-shirts to outfit teams like construction crews or car dealership employees. That growth came with a need to invest in equipment.

“We were getting more orders for clothing from our customers and our machines weren’t enough to get the job done,” Francisco said. “I was financing my equipment with other [banks] and hadn’t done so well.”

That was until he met Said Morga Cruz, a small business specialist at U.S. Bank. Morga Cruz has helped Francisco purchase multiple pieces of equipment, including an embroidery machine that now can complete six shirts at once instead of the single shirt their previous machine allowed for.

“It was pretty easy deciding on this loan with U.S. Bank, because I was a little worried about how I was going to come up with cash because a major portion of the equipment here was purchased with cash,” Francisco said.

Omaha Auto Wraps now uses U.S. Bank for business checking and a business credit card as well as cash flow management. Morga Cruz also worked with Francisco on additional equipment finance loans as well as a U.S. Bank Quick Loan to help renovate his rented space to fit his business’ needs.

“We are like a dream factory,” Morga Cruz said. “They have ideas, they have a business plan, but sometimes they don’t have the working capital or the connections to make those dreams come true. That’s why I believe banks, like U.S. Bank, are really important because they power human potential.”

It’s not just Francisco that is finding financing solutions with U.S. Bank, but his customers are, too.

“They’ve asked me if I offered financing,” he said. “At the time, I didn’t have anyone to recommend and simply told them no,” but now Morga Cruz is regularly in contact with businesses who come to Omaha Auto Wraps to finance wraps or other needs.

As for Francisco, many of his immediate goals have been checked off – but there’s still one that’s lingering for his business right now.

“My dream, personally, has been met,” Francisco said. “We got our own home, and our business has become settled. My goal now is that we have our own [building].”

• Town Council approves three-year partnership agreement to operate with professional specialists
• Jamestown Water Treatment Plant provides 350,000 gallons of water per day to nearly 1,600 homes and businesses

JAMESTOWN, R.I., June 12, 2025 /3BL/ – Veolia North America, the leading provider of water services and environmental solutions in the U.S. and Canada, has entered a three-year agreement to operate the water treatment plant for the Town of Jamestown, Rhode Island, providing high standards of water quality and professional operation for nearly 1,600 homes and businesses in the coastal community.

Throughout the three-year contract, Veolia will provide a team of three certified, full-time professionals to operate Jamestown’s plant, alleviating a staffing shortage that has become a perennial concern throughout the water sector. Veolia will provide a full contingent of certified employees to operate and maintain the water treatment plant, working in conjunction with municipal personnel to provide environmental security for the town and its residents. Jamestown’s need for a deeper operational roster became apparent over a recent period when only one licensed individual was on hand to address the needs of the facility. In addition to dedicating Rhode Island-certified personnel specifically to operate the Jamestown Water Treatment Plant, Veolia has the ability to draw from its significant regional workforce to assist in meeting the facility’s ever-evolving needs.

Veolia will also provide opportunities for members of Jamestown’s current bargaining union to attend training for water treatment operator licensing and advanced certifications, in an effort to cultivate a stronger municipal workforce for the water treatment plant.

Upon mobilization in January of 2025, the Jamestown team and Veolia’s support personnel wasted no time implementing effective and noticeable improvements to the facility and to water quality. Veolia’s site leadership immediately identified a below-ground pump vault used for reading meters that was not appropriately structured for employees to enter it safely. In line with Veolia’s non-negotiable emphasis on operational safety, site leaders installed electronic systems to take the required readings, then built a small structure with lights, handrails and rehabilitated stairs to reduce slip hazards and fall risks. Similar improvements to the plant’s operating systems have resulted in immediate support for Jamestown’s water quality.

John Oatley, Regional Vice President for Veolia said: “We are excited to work with the Town of Jamestown and provide the support this community deserves for the protection of both public and environmental health. Our team throughout Rhode Island and across New England has demonstrated efficiency, dedication and operational excellence. We look forward to bringing that to Jamestown and maintaining this unique area’s remarkable quality of life.”

Edward Mello, Jamestown Town Administrator said: “The delivery of high-quality, safe drinking water to our residents is a paramount function of our local government services. Jamestown, like many communities, has struggled to recruit and retain qualified staff members in all areas of the services we provide. This partnership allows us the stability needed to continue this high-value service.”

Veolia has a long-established reputation for high-quality operation of water and wastewater systems across southeastern New England, including facilities in Pawtucket and Woonsocket in Rhode Island, New London in Connecticut, Westborough in Massachusetts, and more. Veolia’s service to the region exemplifies its global GreenUp strategy, striving to lead the ecological transformation of the planet by accelerating water quality improvement, hazardous waste treatment and disposal, decarbonization and technological innovation.

▁▁▁ 

ABOUT VEOLIA NORTH AMERICA

A subsidiary of Veolia Group, Veolia North America (VNA) offers a full spectrum of water, waste and energy management services, including water and wastewater treatment, commercial and hazardous waste collection and disposal, energy consulting and resource recovery. VNA helps commercial, industrial, healthcare, higher education and municipality customers throughout North America. Headquartered in Boston, Mass., Veolia North America has more than 10,000 employees working at more than 350 locations across the continent.
www.veolianorthamerica.com

ABOUT VEOLIA GROUP

Veolia Group aims to become the benchmark company for ecological transformation. Present on five continents with 215,000 employees, the Group designs and deploys useful, practical solutions for the management of water, waste and energy that are contributing to a radical turnaround of the current situation. Through its three complementary activities, Veolia helps to develop access to resources, to preserve available resources and to renew them. In 2024, the Veolia group provided 111 million inhabitants with drinking water and 98 million with sanitation, produced 42 million megawatt hours of energy and treated 65 million tons of waste. Veolia Environnement (Paris Euronext: VIE) achieved consolidated revenue of 44.7 billion euros in 2024. 
www.veolia.com

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CONTACT
VEOLIA NORTH AMERICA
Christopher Halleron
Manager, Communications & Community Relations
201-892-8043
christopher.halleron@veolia.com

At a Glance:

• AMD has exceeded its 30×25 goal, achieving a 38x increase in node-level energy efficiency for AI-training and HPC, which equates to a 97% reduction in energy for the same performance compared to systems from just five years ago.
• AMD has set a new 2030 goal to deliver a 20x increase in rack-scale energy efficiency from a 2024 base year, enabling a typical AI model that today requires more than 275 racks to be trained in under one rack by 2030, using 95% less electricity.
• Combined with software and algorithmic advances, the new goal could enable up to a 100x improvement in overall energy efficiency

At AMD, energy efficiency has long been a guiding core design principle aligned to our roadmap and product strategy. For more than a decade, we’ve set public, time-bound goals to dramatically increase the energy efficiency of our products and have consistently met and exceeded those targets. Today, I’m proud to share that we’ve done it again, and we’re setting the next five-year vision for energy efficient design.

Today at Advancing AI, we announced that AMD has surpassed our 30×25 goal, which we set in 2021 to improve the energy efficiency of AI-training and high-performance computing (HPC) nodes by 30x from 2020 to 2025.¹ This was an ambitious goal, and we’re proud to have exceeded it, but we’re not stopping here.

As AI continues to scale, and as we move toward true end-to-end design of full AI systems, it’s more important than ever for us to continue our leadership in energy– efficient design work. That’s why today, we’re also setting our sights on a bold new target: a 20x improvement in rack-scale energy efficiency for AI training and inference by 2030, from a 2024 base year.²

Building on a Decade of Leadership 

This marks the third major milestone in a multi-decade effort to advance efficiency across our computing platforms. In 2020, we exceeded our 25×20 goal by improving the energy efficiency of AMD mobile processors 25-fold in just six years.³ The 30×25 goal built on that momentum, targeting AI and HPC workloads in accelerated nodes. And now, the 20x by 2030 rack-scale goal reflects the next frontier, not just focused on chips, but smarter and more efficient systems, from silicon to full rack integration to address data center level power requirements.

Surpassing 30×25

Our 30×25 goal was rooted in a clear benchmark, to improve the energy efficiency of our accelerated compute nodes by 30x compared to a 2020 base year. This goal represented more than a 2.5x acceleration over industry trends from the previous five years (2015-2020). As of mid-2025, we’ve gone beyond that, achieving a 38x gain over the base system using a current configuration of four AMD Instinct™ MI355X GPUs and one AMD EPYC™ 5th Gen CPU.⁴ That equates to a 97% reduction in energy for the same performance compared to systems from just five years ago.

We achieved this through deep architectural innovations, aggressive optimization of performance-per-watt, and relentless engineering across our CPU and GPU product lines.

A New Goal for the AI Era

As workloads scale and demand continues to rise, node-level efficiency gains won’t keep pace. The most significant efficiency impact can be realized at the system level, where our 2030 goal is focused.

We believe we can achieve 20x increase in rack-scale energy efficiency for AI training and inference from 2024 by 2030, which AMD estimates exceeds the industry improvement trend from 2018 to 2025 by almost 3x. This reflects performance-per-watt improvements across the entire rack, including CPUs, GPUs, memory, networking, storage and hardware-software co-design, based on our latest designs and roadmap projections. This shift from node to rack is made possible by our rapidly evolving end-to-end AI strategy and is key to scaling datacenter AI in a more sustainable way.

What This Means in Practice

A 20x rack-scale efficiency improvement at nearly 3x the prior industry rate has major implications. Using training for a typical AI model in 2025 as a benchmark, the gains could enable:⁵

• Rack consolidation from more than 275 racks to <1 fully utilized rack
• More than a 95% reduction in operational electricity use
• Carbon emission reduction from approximately 3,000 to 100 metric tCO2 for model training

These projections are based on AMD silicon and system design roadmap and a measurement methodology validated by energy-efficiency expert Dr. Jonathan Koomey.

“By grounding the 2030 target in system-level metrics and transparent methodology, AMD is raising the bar for the industry,” Dr. Koomey said. “The target gains in rack-scale efficiency will enable others across the ecosystem, from model developers to cloud providers, to scale AI compute more sustainably and cost-effectively.”

Looking Beyond Hardware

Our 20x goal reflects what we control directly: hardware and system-level design. But we know that even greater delivered AI model efficiency gains will be possible, of up to 5x over the goal period, as software developers discover smarter algorithms and continue innovating with lower-precision approaches at current rates. When those factors are included, overall energy efficiency for training a typical AI model could improve by as much as 100x by 2030.⁶

While AMD is not claiming that full multiplier in our own goal, we’re proud to provide the hardware foundation that enables it — and to support the open ecosystem and developer community working to unlock those gains. Whether through open standards, our open software approach with AMD ROCm™, or our close collaboration with our partners, AMD remains committed to helping innovators everywhere scale AI more efficiently.

What Comes Next

As we close one chapter with 30×25 and open the next with this new rack-scale goal, we remain committed to transparency, accountability, and measurable progress. This approach sets AMD apart and is necessary as we advance how the industry approaches efficiency as demand and deployment of AI continues to expand.

We’re excited to keep pushing the limits, not just of performance, but also what’s possible when efficiency leads the way. As the goal progresses, we will continue to share updates on our progress and the effects these gains are enabling across the ecosystem.

Footnotes

1. Includes high-performance CPU and GPU accelerators used for AI training and High-Performance Computing in a 4-Accelerator, CPU hosted configuration. Goal calculations are based on performance scores as measured by standard performance metrics (HPC: Linpack DGEMM kernel FLOPS with 4k matrix size; AI training: lower precision training-focused floating-point math GEMM kernels operating on 4k matrices) divided by the rated power consumption of a representative accelerated compute node including the CPU host + memory, and 4 GPU accelerators.
2. 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%

3. Performance and power use per rack together imply trends in performance per watt over time for training and inference, then indices for progress in training and inference are weighted 50:50 to get the final estimate of AMD projected progress by 2030 (20x). The performance number assumes continued AI model progress in exploiting lower precision math formats for both training and inference which results in both an increase in effective FLOPS and a reduction in required bandwidth per FLOP.
4. https://www.amd.com/en/newsroom/press-releases/2020-6-25-amd-exceeds-six-year-goal-to-deliver-unprecedented.html
5. EPYC-030a: Calculation includes 1) base case kWhr use projections in 2025 conducted with Koomey Analytics based on available research and data that includes segment specific projected 2025 deployment volumes and data center power utilization effectiveness (PUE) including GPU HPC and machine learning (ML) installations and 2) AMD CPU and GPU node power consumptions incorporating segment-specific utilization (active vs. idle) percentages and multiplied by PUE to determine actual total energy use for calculation of the performance per Watt. 38x is calculated using the following formula: (base case HPC node kWhr use projection in 2025 * AMD 2025 perf/Watt improvement using DGEMM and TEC +Base case ML node kWhr use projection in 2025 *AMD 2025 perf/Watt improvement using ML math and TEC) /(Base case projected kWhr usage in 2025). For more information, https://www.amd.com/en/corporate/corporate-responsibility/data-center-sustainability.html.
6. AMD estimated the number of racks to train a typical notable AI model based on EPOCH AI data (https://epoch.ai). For this calculation we assume, based on these data, that a typical model takes 10²⁵ floating point operations to train (based on the median of 2025 data), and that this training takes place over 1 month. FLOPs needed = 10^25 FLOPs/(seconds/month)/Model FLOPs utilization (MFU) = 10^25/(2.6298*10^6)/0.6. Racks = FLOPs needed/(FLOPS/rack in 2024 and 2030). The compute performance estimates from the AMD roadmap suggests that approximately 276 racks would be needed in 2025 to train a typical model over one month using the MI300X product (assuming 22.656 PFLOPS/rack with 60% MFU) and <1 fully utilized rack would be needed to train the same model in 2030 using a rack configuration based on an AMD roadmap projection. These calculations imply a >276-fold reduction in the number of racks to train the same model over this six-year period. Electricity use for a MI300X system to completely train a defined 2025 AI model using a 2024 rack is calculated at ~7GWh, whereas the future 2030 AMD system could train the same model using ~350 MWh, a 95% reduction. AMD then applied carbon intensities per kWh from the International Energy Agency World Energy Outlook 2024 [https://www.iea.org/reports/world-energy-outlook-2024]. IEA’s stated policy case gives carbon intensities for 2023 and 2030. We determined the average annual change in intensity from 2023 to 2030 and applied that to the 2023 intensity to get 2024 intensity (434 CO2 g/kWh) versus the 2030 intensity (312 CO2 g/kWh). Emissions for the 2024 baseline scenario of 7 GWh x 434 CO2 g/kWh equates to approximately 3000 metric tC02, versus the future 2030 scenario of 350 MWh x 312 CO₂ g/kWh equates to around 100 metric tCO2.
7. Regression analysis of achieved accuracy/parameter across a selection of model benchmarks, such as MMLU, HellaSwag, and ARC Challenge, show that improving efficiency of ML model architectures through novel algorithmic techniques, such as Mixture of Experts and State Space Models for example, can improve their efficiency by roughly 5x during the goal period. Similar numbers are quoted in Patterson, D., J. Gonzalez, U. Hölzle, Q. Le, C. Liang, L. M. Munguia, D. Rothchild, D. R. So, M. Texier, and J. Dean. 2022. “The Carbon Footprint of Machine Learning Training Will Plateau, Then Shrink.” Computer. vol. 55, no. 7. pp. 18-28.” Therefore, assuming innovation continues at the current pace, a 20x hardware and system design goal amplified by a 5x software and algorithm advancements can lead to a 100x total gain by 2030.

An innovation from CNH uniting real time crop analysis and automated spraying now comes built-in for its Case IH, New Holland and Miller brands’ sprayer portfolio.

Machine learning and camera sensing technology are proving how powerfully AI supports agriculture by boosting efficiency, reducing input costs, and helping farmers grow more sustainably.

This smart sprayer precision tech detects green on brown (weeds on soil) and then delivers the precise application of inputs such as water, herbicides and fertilizers – saving on resources and cutting down chemical use, resulting in more productive acres.

The latest installment in CNH’s ‘A Sustainable Year’ series delves into the technology behind this breakthrough and talks to an American farming family tending to 40,000 acres about the benefits they’re already seeing on the ground.

Read the full story at: publications.cnhindustrial.com/a-sustainable-year-2024-2025/senseapply-technology

Originally published on DICK’S Sporting Goods Sideline Report

June 11 marked a historic first for DICK’S Sporting Goods and The DICK’S Sporting Goods Foundation. Twenty DICK’S House of Sport locations nationwide came alive with energy, excitement and sport for the inaugural “Sports Matter Day of Play”. As part of the festivities The DICK’S Foundation invited youth organizations from communities across the country to participate in a day dedicated to celebrating play, access and opportunity in sports at their local DICK’S House of Sport location.

This first-of-its-kind event was designed to give young athletes the chance to explore and experience new sports. From soccer drills in Boston to softball swings in Miami, each House of Sport became a vibrant, hands-on arena where kids could discover the joy of play. Designed to be inclusive and engaging, the activities encouraged curiosity and confidence in a variety of sports. For many, it was their very first time holding a lacrosse stick, swinging a golf club or rock climbing with encouragement from local coaches and mentors.

“There is nothing better than seeing kids light up when they get to play a sport for the first time,” said Rick Jordan, VP of The DICK’S Sporting Goods Foundation. “Thats what the day was all about, getting to create those moments and showing young athletes that they belong on the field, the court or wherever their passion leads them.”

In addition to a fun day of play at House of Sport, participating organizations also received a Sports Matter grant from The DICK’S Sporting Goods Foundation, to help ensure that their vital work in the community can continue to thrive. The grants underscore The Foundation’s ongoing mission to provide access and equity in youth sports, one athlete at a time. Since 2014, DICK’S Sporting Goods and The DICK’S Foundation has helped over 3 million kids and committed over $100 million to support young athletes with equipment, registration fees, league costs and playing fields through its Sports Matter Program.

“To have our organization recognized and supported today means a lot to us,” said Jamaal Wornum, CEO and Founder of One Love Sports Academy in Boston. “The kids had a blast trying new sports and events like these are a game-changer for our program that will keep more kids doing what they love.”

The Full List of Participating Organizations and DICK’S House of Sport Locations includes:

• Flyght Academy (Dayton, OH)
• Boys & Girls Club of SEVA (Chesapeake, VA)
• We ALL-EN Foundation and Pitreboyz Foundation (Katy, TX)
• Tulsa Dream Center (Tulsa, OK)
• Boston SCORES and One Love Sports Academy (Boston, MA)
• Bolder Options and Girl’s On The Run (Minnetonka, MN)
• Emerald Youth Foundation (Knoxville, TN)
• Houston reVision (Baybrook, TX)
• Rochester City Soccer (Victor, NY)
• Play Ball Foundation (Salem, MA)
• Girl Scouts of Western Oklahoma and Oklahoma Adaptive Sports Association (Oklahoma City, OK)
• Boys & Girls Club Capital Region (Latham, NY)
• Friendly House (Davenport, IA)
• Sulfur Springs YMCA (Tampa, FL)
• Champaign Parks District (Champaign, IL)
• Pembroke Pines YMCA (Miami, FL)
• Rodney Street Tennis (Brandywine, PA)
• Boys & Girls Club of Binghamton and Police Athletic League of Binghamton (Johnson City, NY)
• Girls on the Run (Scranton, PA)
• Primetime Elite Bulldogs and Two-Six Elite (Fayetteville, NC)

Written by Peyton Moriarity

Yum! Brands

At Yum!, we operate close to 61,000 restaurants in 155-plus countries and territories. One key to our success? Maximizing franchise operating capability.

Watch the latest episode of “Quick Bite,” the series that brings you Yum! news in about a minute, to learn what we look for in our partners and how we work together to build the world’s most loved, most trusted and fastest-growing restaurant brands.

On June 5, 2025, AEG Presents and Goldenvoice brought together aspiring entertainment professionals for an unforgettable experience at the Cali Vibes College Connection Program at the Long Beach Convention Center. This immersive event, which was part of the lead-up to the Cali Vibes Festival, offered college students and young adults a rare behind-the-scenes look at the live music industry.

The program welcomed a select group of participants for a day-long exploration of careers in live entertainment, including a guided tour of the Cali Vibes Festival site before it opened to the public. Attendees engaged in a panel discussion with industry veterans, gaining insights into event production, operations, artist relations, and more.

“The College Connection Program at Cali Vibes is about more than just access, it’s about possibility. We created this experience to show students that there’s space for them in the live music industry, not just as fans, but as future leader,” said Twana Simmons, DEI Business Partner, AEG Presents. “Watching them engage, ask questions, and light up throughout the day reminded all of us why this work matters. We’re proud to provide hands-on experiences that open doors, build confidence, and show students that there’s a place for them in this industry.”

Participants also had the opportunity to network with professionals, explore entry-level job opportunities, and receive mentorship from seasoned experts. The initiative emphasized diversity and inclusion, encouraging students from all backgrounds to pursue careers in entertainment.

Held just days before the Cali Vibes Festival (June 7–8 at Marina Green Park), the College Connection Program reflects AEG’s broader commitment to education, community engagement, and workforce development in the arts.

To learn more about AEG, AEG Presents and Goldenvoice please click here.

“Gen is purpose-driven and committed to making a positive global impact. We anchor our corporate responsibility strategy in our business priorities and people’s needs — helping individuals, families and educators thrive by using technology safely. We believe our approach to corporate responsibility helps manage risks and maximize opportunities for success. We seek to make a positive impact on both our business and society by helping people build digital skills, creating pathways into technology careers for more people, limiting our environmental impacts and bettering the world through digital safety access and education. We believe what we do leads back to Powering Digital Freedom.”

Kim Allman – Head of CR and Government Affairs at Gen 

Today, Gen™ (NASDAQ: GEN) releases its 2025 Social Impact Report. At Gen, our mission is to create innovative and easy to-use technology solutions that help people grow, manage, and secure their digital and financial lives. Dual headquartered in Tempe, Arizona (USA) and Prague, Czech Republic, Gen is a global company dedicated to powering Digital Freedom through its trusted brands including Norton, Avast, LifeLock, MoneyLion and more. There’s a new generation, and it’s not Gen X, Y, or Z. It’s Gen D: Generation Digital. Our family of consumer brands is rooted in providing financial empowerment and cyber safety for the first digital generations. Today, Gen empowers people to live their digital lives safely, privately, and confidently for generations to come. Gen brings award-winning products and services in cybersecurity, online privacy, identity protection and financial wellness to nearly 500 million users in more than 150 countries.

The Company’s latest Social Impact Report demonstrates how it brings together the teams’ passions and technology to support people and communities, making the world a better, safer place. 

The Gen social impact strategy allows the Company to reach youth, families and educators with the digital education and training they need to navigate their digital lives. In addition to cultivating a culture of giving, the Company builds products that help protect the privacy and personal data of its customers and takes steps to help protect the planet. 

Some highlights from the 2025¹ report include:

• Gen reached more than 5.4 million people through its digital education and training programs, up from 2.8 million in 2023.

• 67% of Gen employees participated in its volunteering and giving programs, far surpassing the Company’s expectations. 

• The Company contributed $4.5 million in charitable giving, including $1.87 million in product donations to more than 8,700 nonprofits.

• Globally, 35% of the Gen global workforce and 40% of the Board of Directors self-identified as women.

• Gen achieved a 12% reduction in total greenhouse gas emissions.

• The Sustainable Home Improvement Program, an employee benefit providing cash incentives for home improvement projects that reduce environmental impacts, has helped employees complete more than 2,000 green home projects in 2025.

Gen was recognized with numerous social impact awards in 2025, including Newsweek’s Most Responsible Companies, America’s Greatest Workplaces for Diversity and one of America’s Greatest Workplaces for Women. We were also listed on the Dow Jones Sustainability North America Index (DJSI). Learn more about how Gen is protecting and empowering people in the digital world in its 2025 Social Impact Report.

About Gen

Gen (NASDAQ: GEN) is a global company dedicated to powering Digital Freedom through its trusted consumer brands including Norton, Avast, LifeLock, MoneyLion and more. The Gen family of consumer brands is rooted in providing financial empowerment and cyber safety for the first digital generations. Today, Gen empowers people to live their digital lives safely, privately, and confidently for generations to come. Gen brings award-winning products and services in cybersecurity, online privacy, identity protection and financial wellness to nearly 500 million users in more than 150 countries. Learn more at GenDigital.com.

¹Refers to Gen’s fiscal year ending March 2025

Media Contact
Audra Proctor
Gen

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Gildan is embracing technological advancements and bolstering worker safety by modernizing its approach towards product transportation in its Eden, North Carolina distribution centre. Recently, the Company implemented approximately 19 putaway and picking robots on site to assist with transportation of full product cases, minimizing the need for workers to manually move product throughout the warehouse and therefore enhancing worker safety.

“I’m excited for our Distribution teams to engage with this new automation technology,” says Bill Griffin, Director of Distribution Operations. “In addition to improving operator and facility safety, this technology is expected to improve efficiency and quality of the workflow, firmly supporting the Gildan Sustainable Growth strategy’s three pillars of capacity-driven growth, innovation, and ESG.”

Quiet and efficient, the robots can lift payloads of up to 600 lbs, and will work collaboratively with operators to physically move cases between carts and designated locations for processing. “Robot-assisted transportation is an important step towards digitizing, innovating, and optimizing certain components of our distribution processes, enabling us to expand our capabilities and better service our customers,” says Tripp Parks, Director of Process Improvement, and project team member of the robotics initiative.

While the robots offer a significant opportunity for the Company’s distribution centres, they also open new paths for growth and career development for employees, who are offered training and equipped with the skillset required to engage with the new technology. With its two-pronged benefits for both the supply chain and for Gildan’s people, this innovation will continue to better position the Company for growth. 

To learn more about Gildan, click here.