Tag: 3BL

• Succession Gap: Many older owners lack formal succession plans, even as younger generations prepare to take over.
• Economic & Operational Stress: Owners are feeling stress over the economy, inflation, funding issues, and daily tasks —despite recent growth.
• AI Adoption Rising: Over half are using or planning to use Gen AI, though many feel overwhelmed by tech demands.

Originally published on U.S. Bank company blog

MINNEAPOLIS – U.S. Bank released its third Small Business Perspective survey report, revealing how owners across the country are responding to an environment defined by rapid change. The nationwide survey of 1,000 small business owners explored how they are navigating challenges ranging from economic stressors to the rise of generative AI, all while remaining focused on long-term growth, succession planning, and leaving a lasting legacy.

“This year’s survey makes it clear that small business owners are committed to future-proofing their businesses in response to today’s economic climate and rapid technological change,” said Shruti Patel, U.S. Bank’s Chief Product Officer for Business Banking. “From embracing generative AI to responding to shifting economic conditions like tariffs and thinking proactively about succession, owners are serious about the future of their businesses. There is a real opportunity – and responsibility – for financial institutions to show up as strategic partners in helping small businesses navigate what’s next.”

Handing the Reins to the Next Generation

With more than half of U.S. small business owners now over age 55, succession planning is becoming increasingly urgent. While many owners are not yet ready to step away – with only 54% having created a succession plan – new generations are preparing to take their place: more than one-third (36%) of Gen Z and Millennial owners say they plan to acquire a business from a retiring owner.

The report reveals a striking gap between intention and action. While 85% of surveyed participants say they originally became an owner to create something they could pass on, and 84% wanted to create generational wealth for their family, only 54% have a formal succession plan in place.

A growing number of owners (62%) have seen their retirement timelines accelerate in the past five years. But for many, navigating succession is a challenge:

• 62% find the process overwhelming
• 56% worry they won’t get a reasonable price for their business when it’s time to sell
• 53% lack the proper resources or guidance to plan for the future of their business

Owners with strong business performance were more likely to have a succession plan in place: 64% of those with a plan reported significant growth over the past year, compared to 50% of those without a plan.

Nearly 4 in 10 small business owners (37%) say they plan to sell their business in the next 12 months, suggesting how quickly transitions of ownership may be approaching for some businesses. However, retiring business owners are not the only ones looking to sell, with a higher number of Gen Z and Millennial owners (41%) than Boomers and Gen X (33%) saying they plan to sell their business.

While the small business landscape has changed dramatically over the years, the motivations that originally inspired owners still drive them today. Most remain deeply committed to their work: 86% want to continue running their business as long as possible, and 87% are hopeful they’ll leave behind a positive legacy when they eventually step away.

Economic Pressures are Influencing How Owners Operate

The need for small business owners to make long-term plans is reinforced by the day-to-day worries they are facing. Respondents reported their top macroeconomic stressors as:

• The economic environment (98%)
• Inflation or increased costs of materials / supplies (92%)
• Competition (92%)
• The ability of consumers to maintain their spending (86%)
• Fraud or cybersecurity threats (85%)
• Obtaining enough funding to support my business (84%)

Among other stressors small business owners cited, 4 out of 5 (81%) owners felt at least somewhat stressed about tariffs.

Despite these stressors, 96% of owners reported their business as currently successful and 88% saw growth in the past year. To manage pressures and position their businesses for the future, many owners are prioritizing key steps in the year ahead, including focusing on revenue (48%), ensuring enough staff (33%), improving company efficiency and cost-effectiveness (32%), and reacting to the general economic landscape such as inflation and recession risk (29%).

To get a pulse check on the most current sentiment, U.S. Bank conducted a follow-up survey of 500 small business leaders during the month of May. While stress levels on the economic environment were similarly high, two-thirds (66%) said the country’s economy is moving in the right direction, with only 18% saying it’s going in the wrong direction. This sentiment was even stronger among younger business leaders (Gen Z and Millennial), with 74% saying it was moving in the right direction, vs. 52% of leaders from older generations (Gen X and Boomer).

Despite this optimism, a majority (58%) of the leaders expressed at least some concern that tariffs may impact their business operations, and 57% expect their input costs to go up as a result of tariffs with most expecting a cost increase between 1-10%. At the same time, leaders were slightly more likely to anticipate a positive rather than negative impact from tariffs across several business factors – including cost of goods, customer demand, margin profitability, capital investments, and labor/HR – but these expectations were generally modest, with most leaders expressing a neutral or only slightly positive outlook on the potential effects of tariffs.

Small Business Owners are Turning to Gen AI and Digital Tools to Stay Competitive

As small business owners look to create long-term success for their businesses, they are embracing generative AI (Gen AI) and digital tools. Nearly 6 in 10 (57%) are currently using or plan to implement Gen AI solutions in the next year. Among those using it, the top applications include content creation (44%), data analysis and information gathering (41%), and marketing and sales strategies (39%).

The majority of owners using Gen AI have found that adoption doesn’t require a massive investment. Nearly 7 in 10 (68%) Gen AI users report spending less than $50 a month on it, and nearly 1 in 5 (18%) are using free tools or subscriptions. These tools allow users to spend more time on the personal connection they have with their customers (88%).

Still, the rise of AI is not without tension. Over 8 in 10 (81%) report keeping up with technological advancements such as Gen AI is stressful, and 56% worry their business (or products / services) will be replaced by Gen AI or automation.

Beyond AI, digital tools are seen as essential now more than ever. The number of owners who view digital tools as very important or essential jumped a striking 15 percentage points from last year (87% in 2025 vs. 72% in 2024). At the same time, 63% say they’re overwhelmed by the number of tools needed to run their business and 82% say consolidating them is a priority.

Looking at payment methods, nearly half (48%) of owners still report cash as a primary method of in-person payment. However, newer methods of payment are catching up with 42% reporting tap-to-pay as a primary method.

Despite Challenges, Most Owners Would Do It Again

Even amid today’s business challenges, most small business owners remain grounded in their original purpose that inspired them to become entrepreneurs. When asked why they launched their business, 90% say they wanted to be their own boss, 88% cited a desire to control their financial future, and 86% wanted their passions to be part of their work.

Legacy has also played a defining role. More than two-thirds (67%) of owners come from a family of entrepreneurs, and 62% took over a relative’s business to carry on their family legacy. For Gen Z and Millennial entrepreneurs, however, the path to ownership has often been shaped by necessity. More than half (52%) of younger owners say they became business owners because they couldn’t find a job elsewhere, compared to 44% of Gen X and Boomer owners.

When asked if they’d do it all over again, 80% of owners say they’d still start their business today. This confidence is particularly notable given challenges they see in today’s environment. Almost 8 in 10 (79%) say there is greater market competition today than when they started and 70% say that securing funding and capital is more difficult now.

For an in-depth look at insights from U.S. small business owners, please read the full 2025 U.S. Bank Small Business Perspective report.

Methodology

20-minute survey among 1,000 U.S. small business owners with annual revenue of $25 million or less and between two and 99 employees. Fielding for this study was conducted from March 14, 2025 – April 4, 2025, and the margin of error is ±3.1% for the U.S. owners.

Pulse Survey Methodology

10-minute survey conducted online by Morning Consult from May 8 to May 23, 2025, among a national sample of 500 small business leaders. Respondents were decision makers (Director, VP, or C-level) at companies with annual revenues of $25 million or less and between 2 and 99 employees. The margin of error is ±4 percentage points.

About U.S. Bank

U.S. Bancorp, with approximately 70,000 employees and $676 billion in assets as of March 31, 2025, is the parent company of U.S. Bank National Association. Headquartered in Minneapolis, the company serves millions of customers locally, nationally and globally through a diversified mix of businesses including consumer banking, business banking, commercial banking, institutional banking, payments and wealth management. U.S. Bancorp has been recognized for its approach to digital innovation, community partnerships and customer service, including being named one of the 2025 World’s Most Ethical Companies and one of Fortune’s most admired superregional banks. Learn more at usbank.com/about.

Media Contacts:

Rick Rothacker, U.S. Bank Public Affairs & Communications

richard.rothacker@usbank.com

Anna Christensen, U.S. Bank Public Affairs & Communications

anna.christensen@usbank.com

News & Stories Home

 

Cummins

Zach F.’s journey at Cummins is more than just a job—it’s a family tradition. As a third-generation Cummins employee, his career is built on a foundation of legacy, leadership, and passion for innovation. From his early days as a Project Engineer to his current role as Site Logistics Operations Manager at the Charleston Turbo Plant, Zach’s dedication to both his team and the company’s mission is evident in everything he does.

Born and raised in Columbus, Indiana, Zach earned his bachelor’s degree in business management & marketing from Indiana University. With his grandfather and father each dedicating 35 years to Cummins, he naturally gravitated toward the company, starting his career in 2012. His leadership skills were cultivated early in life through sports, particularly basketball. Winning a state championship in high school taught him resilience, teamwork, and the ability to motivate others—qualities that continue to define his leadership style today. “Basketball taught me the importance of hard work and perseverance,” Zach reflects. “Losing in the semi-state one year and coming back to win it all the next showed me what dedication and teamwork can accomplish.”

Now, as the Site Logistics Operations Manager at Cummins Charleston Turbo Plant, Zach oversees critical areas such as Material Flow, Warehouse, Packaging, and the Maintenance, Repair, and Operations (MRO) storeroom operations. His role is dynamic, presenting new challenges daily and allowing him to collaborate across business functions. The most rewarding aspect of his job is working with incredible people and fostering leadership through coaching and development. “I love seeing people grow in their careers,” he says. “Knowing I played a part in their success is one of the most fulfilling aspects of my job.”

In a high-volume environment producing 15,000 turbos weekly, Zach ensures the seamless movement of raw materials and final products to support Cummins’ global network. His work directly impacts production efficiency and quality, serving industries ranging from on- and off-highway applications to aftermarket support. Every day brings a new challenge, which keeps his work exciting and engaging. His team thrives on collaboration, drawing from diverse backgrounds to foster innovation. They challenge each other, embrace new ideas, and uphold a culture of success. “We have an incredible team here,” Zach says. “Everyone is committed to improvement, and that energy is contagious.”

What initially attracted Zach to Cummins was the deep-rooted family connection, but what has kept him here is the company’s commitment to people. He saw the impact his dad and grandfather had on their colleagues, and he knew he wanted to be part of a company where he could make a difference. Over the years, he has built meaningful relationships, many of which have turned into lifelong friendships. “My grandfather and father left behind a legacy at Cummins, and people still share stories about them,” Zach shares. “That’s when I realized that what we do here isn’t just about the work—it’s about the people and the relationships we build.”

He envisions a bright future at Cummins, aspiring to expand his expertise across different business units and functions. Cummins has empowered him to grow as a leader and challenge himself beyond what he thought possible. He is particularly excited about the company’s investment in automation and AI-driven technology, which is transforming manufacturing operations and driving greater efficiency. “We are always looking at ways to improve efficiency and optimize our processes,” he says. “The advancements we’re implementing today will have a lasting impact on our operations.

Beyond his day-to-day responsibilities, Zach takes pride in the broader impact of his work. From powering essential industries to supporting communities, he sees firsthand how Cummins’ products and initiatives make a difference worldwide. Knowing that what they do helps keep school buses running, hospitals powered, and emergency vehicles on the road is incredibly rewarding. “When you think about the industries we support, it really puts our work into perspective,” Zach says. “We aren’t just making products—we’re helping people.”

For those considering a career at Cummins, Zach has one key piece of advice: if you’re looking for a place where you can grow, be challenged, and truly make an impact, Cummins is the place to be. “This company has given me the opportunity to lead, to grow, and to make a difference,” he says. “If you’re willing to work hard and embrace new challenges, there’s no limit to what you can achieve.” His journey exemplifies how a career at Cummins isn’t just about professional development—it’s about becoming part of a legacy of leadership, innovation, and meaningful work.

Cummins

Zach F.’s journey at Cummins is more than just a job—it’s a family tradition. As a third-generation Cummins employee, his career is built on a foundation of legacy, leadership, and passion for innovation. From his early days as a Project Engineer to his current role as Site Logistics Operations Manager at the Charleston Turbo Plant, Zach’s dedication to both his team and the company’s mission is evident in everything he does.

Born and raised in Columbus, Indiana, Zach earned his bachelor’s degree in business management & marketing from Indiana University. With his grandfather and father each dedicating 35 years to Cummins, he naturally gravitated toward the company, starting his career in 2012. His leadership skills were cultivated early in life through sports, particularly basketball. Winning a state championship in high school taught him resilience, teamwork, and the ability to motivate others—qualities that continue to define his leadership style today. “Basketball taught me the importance of hard work and perseverance,” Zach reflects. “Losing in the semi-state one year and coming back to win it all the next showed me what dedication and teamwork can accomplish.”

Now, as the Site Logistics Operations Manager at Cummins Charleston Turbo Plant, Zach oversees critical areas such as Material Flow, Warehouse, Packaging, and the Maintenance, Repair, and Operations (MRO) storeroom operations. His role is dynamic, presenting new challenges daily and allowing him to collaborate across business functions. The most rewarding aspect of his job is working with incredible people and fostering leadership through coaching and development. “I love seeing people grow in their careers,” he says. “Knowing I played a part in their success is one of the most fulfilling aspects of my job.”

In a high-volume environment producing 15,000 turbos weekly, Zach ensures the seamless movement of raw materials and final products to support Cummins’ global network. His work directly impacts production efficiency and quality, serving industries ranging from on- and off-highway applications to aftermarket support. Every day brings a new challenge, which keeps his work exciting and engaging. His team thrives on collaboration, drawing from diverse backgrounds to foster innovation. They challenge each other, embrace new ideas, and uphold a culture of success. “We have an incredible team here,” Zach says. “Everyone is committed to improvement, and that energy is contagious.”

What initially attracted Zach to Cummins was the deep-rooted family connection, but what has kept him here is the company’s commitment to people. He saw the impact his dad and grandfather had on their colleagues, and he knew he wanted to be part of a company where he could make a difference. Over the years, he has built meaningful relationships, many of which have turned into lifelong friendships. “My grandfather and father left behind a legacy at Cummins, and people still share stories about them,” Zach shares. “That’s when I realized that what we do here isn’t just about the work—it’s about the people and the relationships we build.”

He envisions a bright future at Cummins, aspiring to expand his expertise across different business units and functions. Cummins has empowered him to grow as a leader and challenge himself beyond what he thought possible. He is particularly excited about the company’s investment in automation and AI-driven technology, which is transforming manufacturing operations and driving greater efficiency. “We are always looking at ways to improve efficiency and optimize our processes,” he says. “The advancements we’re implementing today will have a lasting impact on our operations.

Beyond his day-to-day responsibilities, Zach takes pride in the broader impact of his work. From powering essential industries to supporting communities, he sees firsthand how Cummins’ products and initiatives make a difference worldwide. Knowing that what they do helps keep school buses running, hospitals powered, and emergency vehicles on the road is incredibly rewarding. “When you think about the industries we support, it really puts our work into perspective,” Zach says. “We aren’t just making products—we’re helping people.”

For those considering a career at Cummins, Zach has one key piece of advice: if you’re looking for a place where you can grow, be challenged, and truly make an impact, Cummins is the place to be. “This company has given me the opportunity to lead, to grow, and to make a difference,” he says. “If you’re willing to work hard and embrace new challenges, there’s no limit to what you can achieve.” His journey exemplifies how a career at Cummins isn’t just about professional development—it’s about becoming part of a legacy of leadership, innovation, and meaningful work.

Direct Relief Releases Six-Month Report on Response to Los Angeles Fires

More than $12.7 million in medical and financial assistance provided across the region

SANTA BARBARA, Calif. — Direct Relief today released a six-month report detailing its response to the Los Angeles-area wildfires that began in January, outlining the delivery of more than $12.7 million in medical and financial assistance to affected communities.

The report highlights the organization’s shift from immediate response to long-term recovery, focusing on health access, mental health support, and housing stability for individuals and families impacted by the Eaton and Palisades Fires.

Since January, Direct Relief has supported 65 local organizations with emergency grants, deployed large-scale shipments of medical aid, and funded recovery initiatives through trusted community partners.

Highlights from the report include:

• $8 million in grants to community-based organizations providing medical, mental health, youth, and housing services
• $4.7 million in donated medical aid, including 140,000+ N95 respirators and medications for respiratory, cardiovascular, and mental health needs
• Mobile medical outreach through partners including AltaMed Health Services, Medical Mission Adventures, and Venice Family Clinic
• School-based mental health programs through the Greater Los Angeles Education Foundation, Pasadena Educational Foundation, and Los Angeles Unified School District Education Foundation
• Housing assistance in partnership with The Change Reaction to support displaced residents
• Support for individuals and families through local organizations including Hope Now Community Resource Center, Foothill Family, Young & Healthy, and The Boys & Girls Club of Malibu

The full report is available here:

Six Months After the Los Angeles Fires: Direct Relief’s Commitment to Long-Term Recovery

Direct Relief Releases Six-Month Report on Response to Los Angeles Fires

More than $12.7 million in medical and financial assistance provided across the region

SANTA BARBARA, Calif. — Direct Relief today released a six-month report detailing its response to the Los Angeles-area wildfires that began in January, outlining the delivery of more than $12.7 million in medical and financial assistance to affected communities.

The report highlights the organization’s shift from immediate response to long-term recovery, focusing on health access, mental health support, and housing stability for individuals and families impacted by the Eaton and Palisades Fires.

Since January, Direct Relief has supported 65 local organizations with emergency grants, deployed large-scale shipments of medical aid, and funded recovery initiatives through trusted community partners.

Highlights from the report include:

• $8 million in grants to community-based organizations providing medical, mental health, youth, and housing services
• $4.7 million in donated medical aid, including 140,000+ N95 respirators and medications for respiratory, cardiovascular, and mental health needs
• Mobile medical outreach through partners including AltaMed Health Services, Medical Mission Adventures, and Venice Family Clinic
• School-based mental health programs through the Greater Los Angeles Education Foundation, Pasadena Educational Foundation, and Los Angeles Unified School District Education Foundation
• Housing assistance in partnership with The Change Reaction to support displaced residents
• Support for individuals and families through local organizations including Hope Now Community Resource Center, Foothill Family, Young & Healthy, and The Boys & Girls Club of Malibu

The full report is available here:

Six Months After the Los Angeles Fires: Direct Relief’s Commitment to Long-Term Recovery

CINCINNATI, July 7, 2025 /3BL/ – J.D. Power has recognized Fifth Third Bank (NASDAQ: FITB) as America’s best mobile banking app experience among regional banks as part of its 2025 U.S. Banking Mobile App Satisfaction Study^SM. Study respondents also rate Fifth Third No. 1 for Visual Appeal.

“We’re honored by this recognition from our customers,” said Ben Hoffman, chief strategy officer and head of consumer products at Fifth Third. “Our digital teams are dedicated to delivering seamless, high-quality experiences that align with how our customers choose to bank—whether in a branch or through our app. With millions of users engaging with our digital platforms over a billion times annually, we remain committed to listening, learning, and evolving our app to meet our customers’ needs and power their financial journeys.”

Fifth Third launched its next-generation mobile app in 2022, and today, more than 2.4 million users rely on it each month for seamless, everyday banking. Built to simplify financial life, the app delivers a powerful combination of innovation, usability, and personalization through industry-leading features:

• Early access to pay and secure, real-time person-to-person payments, giving customers more control over their money.
• A clean, modern interface with intuitive navigation, including dark mode and app theming tailored to specific customer segments.
• A streamlined onboarding experience that makes switching direct deposit effortless—so customers can quickly start receiving paychecks into their Fifth Third account.
• SmartShield^®1, a first-of-its-kind in-app security experience that gamifies digital safety, empowering users to protect their finances through interactive learning and proactive engagement.
• Instant card controls that allow users to quickly lock or unlock their credit cards, adding flexibility and peace of mind in moments that matter.
• Real-time card tracking that keeps customers informed on the status of their debit card orders—from processing to delivery—bringing added transparency to the experience.

With a relentless focus on innovation, the Bank delivered hundreds of app enhancements in 2024, reinforcing its commitment to delivering more intelligent, responsive, and user-centric digital banking experiences.

“This recognition is a testament to the deep collaboration between product, technology and design at Fifth Third,” said Jude Schramm, chief information officer at Fifth Third. “Our teams are focused on delivering digital experiences that truly serve our customers. We’re continuously evolving through thoughtful, rapid innovation to make banking simpler, more intuitive, and—ultimately—a Fifth Third better.”

Fifth Third also earned the top spot for Retail Banking Customer Satisfaction in Florida for the second year in a row as part of its 2025 U.S. Retail Banking Satisfaction Study^SM.

About Fifth Third

Fifth Third is a bank that’s as long on innovation as it is on history. Since 1858, we’ve been helping individuals, families, businesses and communities grow through smart financial services that improve lives. Our list of firsts is extensive, and it’s one that continues to expand as we explore the intersection of tech-driven innovation, dedicated people and focused community impact. Fifth Third is one of the few U.S.-based banks to have been named among Ethisphere’s World’s Most Ethical Companies^® for several years. With a commitment to taking care of our customers, employees, communities and shareholders, our goal is not only to be the nation’s highest performing regional bank, but to be the bank people most value and trust.

Fifth Third Bank, National Association is a federally chartered institution. Fifth Third Bancorp is the indirect parent company of Fifth Third Bank and its common stock is traded on the NASDAQ^® Global Select Market under the symbol “FITB.” Investor information and press releases can be viewed at www.53.com. Deposit and credit products provided by Fifth Third Bank, National Association. Member FDIC.

About J.D. Power

J.D. Power is a global leader in consumer insights, advisory services, and data and analytics. A pioneer in the use of big data, artificial intelligence (AI) and algorithmic modeling capabilities to understand consumer behavior, J.D. Power has been delivering incisive industry intelligence on customer interactions with brands and products for more than 55 years. The world’s leading businesses across major industries rely on J.D. Power to guide their customer-facing strategies.

J.D. Power has offices in North America, Europe, and Asia Pacific. To learn more about the company’s business offerings, visit JDPower.com/business. The J.D. Power auto-shopping tool can be found at JDPower.com.

Fifth Third Bank received the highest score among regional banks ($65B to $250B in deposits) in the J.D. Power 2025 U.S. Banking Mobile App Satisfaction Study, which measures customer satisfaction with financial institutions’ mobile applications for banking account management. Visit jdpower.com/awards for more details.

Fifth Third Bank received the highest score in Florida in the J.D. Power 2024-2025 U.S. Retail Banking Satisfaction Studies (tied in 2025), which measure customers’ satisfaction with their primary bank. Visit jdpower.com/awards for more details.

Download and use of Fifth Third mobile app is subject to Digital Services User Agreement terms and conditions.

Notices & Disclosures

1. Fifth Third employs a number of fraud protection measures to help protect your account. Your SmartShield dashboard is a free tool to customize alerts and help further secure your information. You may also enroll in Fifth Third Identity Alert, an optional, non- FDIC insured product with enhanced features, subject to additional fees, provided by Fifth Third’s vendor, Trilegiant.

At Entergy Texas, women engineers are helping power communities, strengthen the power grid, and shape a more resilient energy future. Whether they are designing systems or leading complex projects these women play a critical role in the energy industry.

Still, according to a 2024 report from the U.S. Department of Labor, women represent 26% of the science, technology, engineering and mathematics (STEM) workforce in the United States. That gap is one of the reasons International Women in Engineering Day was created. Observed each year on June 23, the day celebrates the contributions of women engineers while encouraging more girls and women to pursue careers in STEM.

At Entergy Texas, we’re proud to spotlight some of the remarkable women who are breaking barriers and helping to lead the way for future generations.

Abby Childress
Project manager, Distribution reliability

Abby Childress didn’t always envision herself in engineering. It wasn’t until two weeks into college at Louisiana State University that she switched her major from nutrition to mechanical engineering and realized she was exactly where she was meant to be. 

“I was always really strong at math and physics, and engineering was catered toward what I was good at academically,” she said.

Now six years into her career, Abby is managing reliability projects that directly impact customers across Southeast Texas. Her journey reflects both the resilience and confidence she brings to her work.

“Engineering is hard, but that’s what makes it so rewarding,” she said. “The challenges are a function of the confidence you have in yourself.”

Her advice to the next generation of women interested in STEM?

“Your voice is of such great value. Push yourself to be confident in who you are and what you know. The reward is something you’ll be proud of for the rest of your life.”

Ana Garcia
Supervisor, Distribution design and engineering

For Ana Garcia, she knew early on that her professional journey would lead to a career in the STEM field. She pursued an engineering degree at the University of Texas at El Paso and has never looked back.

“It was always doing something different that kept me motivated and happy in my position,” she said.

While studying, she quickly noticed the gender gap in her classes and was inspired to be an agent of change.

“There were not many of us. I’d say it was an 85-to-15percent or even 90-to-10-percent ratio of men to women.”

Garcia now leads a team supporting major infrastructure projects and finds fulfillment in the direct connection between her work and the lasting impact it has on people’s everyday lives.

“What we do is incredible. It’s technical to the core. We really do change lives out there.”

Oluwatobiloba Johnson
Engineer, Distribution Operations Center

With encouragement from family, Oluwatobiloba Johnson stepped into engineering and found a passion for problem-solving and continuous learning. 

“My brother and cousins said, ‘You can do it—you’re good at math and science.’ Everyone supported me.”

Now five years into her career, she’s helping ensure electric reliability across the Southeast Texas power grid—while still learning from those around her.

“Learn from anybody you can. Once you’re open to learning from people around you, even people in your shoes—you can do engineering.”

Her message to women wondering if they belong in this space is one of strength and persistence.

“Stretch yourself when needed. Engineering isn’t about physical strength — it’s about mental strength.”

Building the future, together

From classrooms to control centers, women like Abby, Ana and Oluwatobiloba are shaping a more inclusive and innovative energy future. Their work reflects Entergy Texas’ commitment to empowering the next generation of leaders in engineering and beyond.

CNH brand, New Holland, has announced that INCHCAPE KENYA has been appointed as its official distributor in Kenya with the priority of providing the best service to its customers. This new partnership brings a broad range of mechanized solutions to improve productivity and strengthen New Holland business in the country.

The agriculture sector plays an important role in Kenya as major source of income, particularly to rural households where agriculture is the main source of livelihoods. More importantly, agriculture is an important source of foreign currency through exports of agricultural commodities.

Underlining its commitment to Kenyan agriculture, New Holland will continue to provide its broadest product range, including TT Series tractors which complement power with economy; TD Straddle tractors which are suitable for a wide range of applications; TS6 and 10S Series tractors which are using for land preparation, cultivation, or haulage; high horsepower tractors to operate machinery and cover more ground in less time; and the TC Series combine harvesters which provide dependable performance for mixed and small-scale farmers in varied crop conditions. The Brand ensure that New Holland customers continue to receive enhanced support and service.

Read more here.

Frank’s teammates really stepped up during his time of need and showed they genuinely care about him. That’s the DaVita Difference.

About DaVita Inc.

DaVita (NYSE: DVA) is a health care provider focused on transforming care delivery to improve quality of life for patients globally. As a comprehensive kidney care provider, DaVita has been a leader in clinical quality and innovation for 25 years. DaVita cares for patients at every stage and setting along their kidney health journey—from slowing the progression of kidney disease to helping to support transplantation, from acute hospital care to dialysis at home. As of March 31, 2025, DaVita served approximately 282,000 patients at 3,173 outpatient dialysis centers, of which 2,661 centers were located in the United States and 512 centers were located in 13 other countries worldwide. DaVita has reduced hospitalizations, improved mortality, helped improve health access and worked collaboratively to propel the kidney care community to adopt a higher quality standard of care for all patients, everywhere. To learn more, visit DaVita.com/About.

Published by Action Against Hunger. 

July 3, 2025 New York, NY

Please contact media@actionagainsthunger.org for inquiries. 

Bangladesh has been repeatedly battered by cyclones, droughts, tidal surges, and floods, with each disaster leaving a deeper mark than the last on both the landscape and the people who live there. Since May 2024, Bangladesh has been severely impacted by four devastating climate-related disasters, including Cyclone Remal, flash floods in the Haor Region, riverine floods in the Jamuna Basin, and unprecedented floods in the eastern regions. These events have had a catastrophic impact, affecting 18.4 million people. In 2022 alone, over 7.1 million Bangladeshis were displaced due to climate change.

Climate disasters in Bangladesh are only expected to worsen. Temperatures are projected to rise rapidly in the coming years, threatening more than 170 million people’s homes, safety, and livelihoods. Action Against Hunger is working to build resilience in Satkhira, a district in the south-west region of Bangladesh where most families rely on agriculture to survive — and are struggling to deal with the nature’s growing unpredictability.

Climate Disasters are Destroying Livelihoods in Satkhira 

Satkhira borders the Bay of Bengal, one of the most vulnerable areas to increasingly intense and frequent cyclone activity. The region once was thriving with farm fields, but repeated cyclones and tropical storms have mixed saltwater with freshwater, decimating the soil and water sources and making crop farming impossible. The ensuing poverty and food insecurity have forced many farmers to leave their fields. Those who remain struggle with increasing economic and livelihood challenges, as crop yields and availability of arable land dwindle.

Khaleda Hossain Moon, an Action Against Hunger expert based in the coastal area of Satkhira, raises awareness about the risks created by changing weather patterns in Bangladesh stating, “Due to the high salinity of the soil, crop production is very low, and people with low incomes cannot afford to buy food. Thus, many suffer from malnutrition, especially small children.” With no other choice, farmers have abandoned rice cultivation. Men often work as day laborers, leaving their homes for months at a time to find work. At home, women have turned to fish farming to survive, but they frequently suffer from health problems caused by prolonged exposure to highly salty water.

With expertise in improving food security around the world, Action Against Hunger was well-suited to step in. We started offering training on climate-smart farming as part of our extensive Food Security and Livelihoods work. The program was developed with an approach tailored to Satkhira’s specific needs, harnessing its unique resources for contextualized and sustainable change.

Community at the Heart of Climate Resilience 

Action Against Hunger launched a climate-smart agriculture program in 2021 to support farmers affected by climate disasters in Satkhira. The Food and Agriculture Organization of the United Nations (FAO) explains that climate-smart agriculture aims to sustainably increase agricultural productivity and incomes; adapt and build resilience to climate change; and reduce and/or remove greenhouse gas emissions. In the context of Bangladeshi farming, a climate-smart agriculture program includes adapting to a new environmental context in which flooding and waterlogging [when soil becomes saturated with excess water] is more common, and the soil is increasingly salinized [salty] soil. “The food security program we launched in Satkhira creates a solution for those communities who remain in these disaster-prone areas,” explains Sumon Homaun Kabir, Action Against Hunger’s Program Manager who supervises food security and livelihoods projects in Bangladesh.

Action Against Hunger’s training goes beyond improving agricultural productivity with sustainable farming methods; it puts the local people and environment at the heart of the program by embedding agroecological principles. Agroecology is “a holistic and integrated approach that simultaneously applies ecological and social concepts and principles to the design and management of sustainable agriculture and food systems”, says FAO. By incorporating these principles, Action Against Hunger’s program is designed to be farmer-centered, regenerative, and nature-based. The methods taught in our program aim to:

1. Honor the rich history of farming in Bangladesh and draw from extensive traditional knowledge
2. Protect the local ecosystem and preserve biodiversity and soil fertility
3. Promote a community-based approach for long-term, self-sustaining success

Programs like these prioritize eco-friendliness and community involvement for long-term results that strengthen community self-resilience. Our goal in Satkhira is to support families adapting to climate change — a deeply stressful experience that threatens their homes, health, and livelihoods — with the best knowledge and resources available. We work alongside local farmers to ensure that solutions are not only technically effective but also culturally relevant, affordable, and owned by the community.

Five Key Methods for Farming in Salinized Soil 

When floods and cyclones soak soil in salty water, the damage is long-lasting. Even after the water recedes, the salt remains, accumulating more and more with each recurring climate disaster. Salt is highly toxic to plants, even being considered the most dangerous substance for rice, Bangladesh’s predominant crop. Salinized soil disrupts plant nutrient uptake and causes stress that can damage the plant on the cellular level, reducing crop growth. “It is very difficult to produce any vegetables because of the water and soil salinity,” says Sumon. “Action Against Hunger provides technical knowledge to reduce soil salinity and improve soil fertility through agroecological practices.”

Here are five agroecological methods Action Against Hunger’s program uses for combatting salinized soil in Satkhira:

1. Organic fertilizer

Action Against Hunger teaches program participants how to make and use fertilizer with natural products like manure and compost. The fertilizer helps restore soil health by reintroducing organic matter that supports plant growth and health. Sumon believes that the best results come when traditional practices blend with a scientific approach. “We don’t use chemicals,” he says. “Instead, we rely on organic fertilizers to preserve soil quality and boost production.” Action Against Hunger opted for training on organic fertilizer because extensive or improper use of chemical fertilizers can degrade soil structure over time and lead to nutrient imbalances. Organic fertilizers are more suitable for Satkhira’s farming context because they have microbial benefits that boost the long-term fertility of the soil and can be produced locally.

2. Crop rotation and diversification

Monoculture farming [the practice of planting only one type of crop] used to be the standard in Satkhira. Farmers would plant exclusively rice, using the harvest to feed their families and sell for income. When climate change brought recurring tidal surges, saltwater intrusion, and unpredictable rainfall, however, rice farming became unreliable.

A single crop is particularly vulnerable to total crop failure; a single climate disaster, pest, or disease could wipe out everything. Crop diversification is an alternative method, in which multiple crops are planted at the same time, creating a safeguard against pests and plant diseases. Similarly, crop rotation is when farmers plant different crops from one year to the next. It introduces a greater variety of nutrients into soil, which can result in 10% greater crop yields than monoculture. Action Against Hunger offers training on crop rotation and diversification strategies to open income-generating opportunities and enhance food security. Action Against Hunger encourages the rotation of rice with saline-resilient crops like sunflower, and promotes intercropping vegetables such as okra, spinach, and chili—many of which can withstand moderate salinity and grow in short cycles.

This approach is particularly effective in empowering women, who are increasingly involved in homestead gardening and alternative crop production. Training sessions focus on locally adapted techniques, using indigenous knowledge alongside modern agroecological principles. As a result, families can better manage soil salinity, reduce dependency on single-season harvests, and build a more stable livelihood system that is adaptive to Bangladesh’s changing climate.

3. Rainwater irrigation

In Satkhira, where groundwater is highly saline and unsuitable for irrigation, fresh rainwater is one of the few reliable water sources available to farmers. Rainwater harvesting is an ancient practice that has been used by people around the world to combat water scarcity, and it is ideal for Bangladesh’s current environmental context. Action Against Hunger teaches farmers efficient methods for harvesting and using rainwater to best combat water and soil salinity. For example, training is offered on how to dig small ponds or reservoirs on homesteads to collect and store rainwater during the monsoon season. This stored freshwater is then used for irrigation during dry months, enabling year-round vegetable production even in saline-rich environments.

4. Mulching

Mulching is a powerful method for keeping water trapped in soil, preventing it from evaporating and leaving behind salty, dry soil that harms crops. Mulching is the practice of putting a protective layer over the soil. In Action Against Hunger’s program, farmers are trained on how to use mulching to increase crop yields using organic materials like manure. The 2022 study “Mulching as a Sustainable Water and Soil Saving Practice in Agriculture: A Review” found that mulching reduces soil deterioration by limiting runoff and soil loss. It helps manage soil temperature for better water retention and reduces the amount of water needed to irrigate crops. Organic materials are prioritized because they are eco-friendly and increase soil nutrients.

5. Vertical elevated structures

In the flood-prone area of Satkhira, vertical elevated structures can help protect plants from the onslaught of salt they face on the ground. Action Against Hunger supports farmers in building structures with locally available materials like bamboo, on which they can install hanging containers or raised beds. Not only is this method effective for reducing salt exposure, but it also maximizes land use, making it suitable for small backyard gardens.

Rekha’s Garden

Rekha joined Action Against Hunger’s agroecological training in May last year. A wide variety of vegetables now grow around her house. “I want to grow more vegetables to increase my income,” she says with an enthusiastic smile. “I already planted seedlings of chili peppers, brinjal (eggplant), tomato, and spinach seeds. I am not leaving any space empty.” Using sustainable, organic techniques, Rekha’s garden has become bountiful. She has plant beds rigged with hanging bottles of rainwater to keep her vegetables hydrated. Mulch made with compost from kitchen waste and livestock manure helps Rekha conserve water and preserve soil moisture.

Rekha’s gardening success inspired her to volunteer with Action Against Hunger and train other women in her village in climate-smart techniques. Her leadership is key to the long-lasting success of the program. Community engagement ensures that Action Against Hunger’s training can be integrated with existing knowledge from Bangladesh’s centuries of agricultural production and innovation. As time goes on, the passing of peer-to-peer information should become increasingly rooted in local experience and adaptable to climate changes in the region.

Beyond the Harvest: Building Financial Safety Nets for Climate Resilience 

Action Against Hunger’s goal is to provide families in Satkhira with as many tools as possible to overcome major setbacks caused by climate disasters. While climate-smart farming can increase the chance of a successful harvest, disasters can still strip away crops and leave families vulnerable to financial and food security difficulties. Livelihood diversification is one strategy for increasing the financial security of households, offering a safety net and an alternative income source. A major success of the program is that all households in Simul Baria, a village in Satkhira, now engage in multiple livelihood activities. These include:

• Sewing
• Rearing livestock such as cows, goats, and pigeons
• Practicing homestead-based aquaculture (for which families dig ponds to culture fish)
• Starting other small businesses

Multiple streams of income give farmers in Satkhira a level of insurance against climate disasters. By not relying solely on crop yields, families are better equipped to withstand and recover losses when floods, droughts, or cyclones strike. Diversified livelihoods also bring new skills and opportunities for growth that contribute to long-term resilience.

Local Solutions, Lasting Impact

Each of the five agroecological methods taught in Action Against Hunger’s program is useful for overcoming salinized soil and water. Together, they offer a powerful agricultural approach that can bolster the livelihoods of farmers in Bangladesh for years to come, even in the face of growing climate challenge. As cyclones become more frequent and severe, these practices, as well as livelihood diversification, will become increasingly crucial for families who rely on farming to survive. Action Against Hunger’s program uses methods that not only enhance food production in salinized soils but also reduce dependence on external inputs like aid organizations by promoting locally available and eco-friendly solutions—making farming in Satkhira both more sustainable and self-reliant.

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Action Against Hunger leads the global movement to end hunger. We innovate solutions, advocate for change, and reach 21 million people every year with proven hunger prevention and treatment programs. As a nonprofit that works across over 55 countries, our 8,900 dedicated staff members partner with communities to address the root causes of hunger, including climate change, conflict, inequity, and emergencies. We strive to create a world free from hunger, for everyone, for good.