Tag: 3BL

INDEPENDENCE, Ohio, June 24, 2025 /3BL/ – Covia Holdings LLC has opened a new state-of-the-art laboratory facility in Concord, North Carolina, to expand its network of innovation capabilities. The new innovation center, which includes modular lab space, meeting rooms, and office space, will serve as a hub for customer engagement and product development.

According to Bruno Biasiotta, Covia President and Chief Executive Officer, “The investment in our new innovation center reflects our commitment to being a customer-centric innovator and aligns with our core value of Growth. Unlocking growth in our markets by bringing value to our customers is central to our vision to be a leading minerals solutions provider.”

The roughly 20,000 square foot center was designed by the Covia technical team, with a focus on modularity and flexibility that will support the evolving needs of the markets Covia serves. In addition to mineral processing, the center supports application development and testing across a range of industries, including coatings, polymers, engineered stone, and sports and recreation.

The open lab layout allows for future expansion, with space to add workbenches and equipment as the team grows. The office area can accommodate more than 30 employees, and the collaborative meeting spaces are ideal for customer interactions and team ideation sessions.

“The Concord facility provides a focal point for our work to develop innovative products for our customers and broaden our product capabilities across our labs and plants,” Biasiotta added. “It represents an important step in our innovation journey and gives us terrific new capabilities to help our customers succeed.”

About Covia

Covia responsibly provides minerals solutions for a better tomorrow. As a leading provider of diversified minerals, our products support a variety of industrial markets, including glass, ceramics, coatings, metals, foundry, polymers, construction, water filtration, and sports and recreation. The company serves its customers through abroad array of essential, high-quality products, including high-purity silica sand, nepheline syenite, feldspar, kaolin and ball clays, cristobalite, and coated materials.Long-standing relationships with a broad customer base enable Covia’s market-inspired approach to innovation to enhance solutions and customer benefits.Underpinning these strengths is an unwavering commitment to safety and to sustainable development, further enhancing the value that Covia delivers to all its stakeholders.

For more information, visit CoviaCorp.com.

Contacts
Amanda Meehan
MediaRelations@CoviaCorp.com

International Olympic Committee news

The Olympic Games bring together athletes and spectators from all over the world, showcasing human potential, resilience and a sense of unity no other event can provide. To ensure the Games are delivered in the most useful and responsible way possible, the International Olympic Committee (IOC)’s Olympic Agenda requires organisers to create a lasting positive impact for the host while minimising their environmental footprint. That means, first and foremost, reducing the carbon footprint associated with the Games.

To help Olympic organisers understand and reduce their carbon footprint, the IOC has developed the Carbon Footprint Methodology for the Olympic Games. First published in December 2018 and updated in December 2024, this methodology provides a structured, transparent way to measure emissions and identify opportunities to reduce impact.

Carbon Footprint Methodology for The Olympic Games

Launched at the UN Climate Change Summit COP24, this guide provides detailed guidance to the Organising Committees on how to measure the carbon footprint of the Olympic and Paralympic Games.

Download Guide

Here are some answers to questions you might have on how it works in practice.

What is the Carbon Footprint Methodology for the Olympic Games?

The Carbon Footprint Methodology for the Olympic Games is a set of guidelines to help hosts measure, report and manage the emissions associated with organising the Games. It provides a clear framework for calculating the impact of various activities, including venue construction, transport and travel (for athletes, organisers and spectators), energy use, materials, and operations such as catering and waste management.

By following internationally recognised standards, including ISO 14064 and the Greenhouse Gas Protocol, and in line with the European Commission’s Organisation Environmental Footprint (OEF) and the United Nations’ Sports for Climate Action Framework, the methodology ensures that the carbon footprint of the Olympic Games is measured in accordance with best practice, while taking into account the local context of each Games edition.

The methodology helps hosts identify what should be included in the Games’ carbon footprint, choose the best method to calculate emissions – whether based on detailed data or estimates – and identify opportunities to reduce their impact. It is also an important tool available to Interested Parties during the Continuous Dialogue phase, helping them assess potential climate impacts and integrate sustainability planning from the outset.

This transparent, structured approach ensures that the Games contribute to real, measurable improvements.

Why are some emissions included in the carbon footprint while others are not?

The methodology provides a clear, reliable way to assess emissions, allowing hosts to identify what should be counted, ensure transparency by using internationally recognised methods, and distinguish between emissions directly caused by the Games and those that are part of broader development.

For example, if a new sports venue is built specifically for the Games, its emissions are included. If a metro line upgrade was already planned before the Games were awarded, its emissions are not included, even if it benefits Olympic spectators. Short-term beautification projects or unrelated infrastructure improvements are not counted, as they are not necessary for hosting the Games. This approach ensures transparency​ and consistency in defining the scope of the carbon footprint.

Does this mean a host could exclude certain emissions to make their numbers look better?

No. The methodology includes strict rules to prevent selective reporting. Hosts must justify why certain emissions are included or excluded, follow internationally recognised reporting standards, and ensure that all key activities linked to the Games are accounted for. The methodology was developed with the support of several independent carbon experts to ensure it reflects best practice in terms of accuracy and consistency​.

Are emissions from spectator travel included?

Yes, indirect emissions – i.e. scope 3 – including spectator travel emissions, are included in the Games’ carbon footprint.

We recognise that, when planning reductions, hosts cannot control every travel choice individuals make. The focus is on providing low-carbon options that encourage more sustainable travel while ensuring that long-term transport improvements benefit residents beyond the Games.

The methodology categorises spectator travel as an “associated activity”, meaning it is clearly linked to the Games but not directly controlled by the host. Travel emissions are calculated based on the number of people travelling to the host region, their mode of transport (air, rail, car, etc.) and the distance travelled. Since different types of spectators travel varying distances, the methodology uses assumptions informed by ticketing data, surveys and transport demand models.

For example, an international spectator attending multiple events may have a higher travel footprint than a local resident attending one event. To ensure accuracy, assumptions about travel behaviour – such as the number of tickets per spectator and the likelihood of multi-mode transport use – are factored into the calculations.

The methodology also differentiates between ticketed spectators (whose travel is included in the footprint) and non-ticketed spectators (whose impact is harder to quantify). Hosts are encouraged to provide sustainable travel incentives, such as improved public transport, cycling infrastructure or ticketing strategies that reward low-carbon travel.

What about permanent infrastructure? Is it fair to count emissions from buildings that will be used for decades?

Yes – but only if those buildings were constructed because of the Games. If a host was already planning a sports facility before being elected to host the Games, its emissions are not counted. If a venue was built only because of the Games, its construction emissions are included. If a venue is permanently upgraded for the Games, the emissions linked to the upgrades are included. At the same time, legacy benefits – such as improved public transport or new housing – are recognised as part of the broader long-term impact of the Games​.

How are emissions from rented equipment accounted for?

Unlike purchased equipment, where 100 per cent of emissions are counted, rented equipment has its emissions counted on a pro rata basis according to its expected lifetime.

For example, if a temporary infrastructure asset is expected to be used for 25 events over 10 years, only one twenty-fifth of its total embodied carbon is allocated to the Games. If an electronic device has a five-year lifespan and is used for one year in the context of the Games, one fifth of its emissions are counted. This ensures fairness while encouraging the use of rental solutions instead of new purchases​.

How does the methodology handle post-Games transformations of venues?

Some venues undergo dismantling or repurposing after the Games. The methodology distinguishes between temporary structures that are dismantled after the Games (included in the footprint) and legacy transformations – such as converting an Olympic Village into housing – which are excluded, as they are led by future owners, not the Organising Committee​.

What happens after the Games? Is there a follow-up on what was achieved?

Yes. Hosts are expected to report on actual emissions compared to their initial estimates, assess what worked well and what could be improved, and share findings with future hosts, ensuring continuous learning​. This process ensures the Olympic Games continue to evolve, improving their environmental impact while creating long-term benefits for hosts.

Is each Olympic Games edition expected to be better than the last in terms of carbon emissions?

With each Games edition, we aim to set better standards in delivering a more sustainable event. But progress will not always be linear. Each host starts from a different point. For example, some already have a strong public transport network in place, while others lack the appropriate infrastructure. A host with existing low-emission transport will have an easier time reducing transport-related emissions than one that must develop new mobility solutions.

What matters is that – building on lessons from past Games – each Games edition adapts to the local context, minimises impact and delivers lasting benefits for the host, in line with existing development plans. The IOC does not impose identical requirements on all hosts but ensures that each of them takes a structured, measurable approach to reducing the Games’ footprint, in line with the Paris Agreement on Climate Change​.

How is the methodology updated?

Climate change is evolving fast, and so is the global community’s approach to addressing it. The IOC monitors these evolutions closely to make sure the methodology is updated when needed, and also includes relevant lessons learnt from previous editions of the Games. The current version is a revised version of the initial document published in 2018 and incorporates insights from Paris 2024 and LA28.

In the wake of hurricane Milton in late 2024, DaVita teammates dedicated their time and support to patients in the Tampa, Florida, area who needed life-sustaining treatment to survive.

“The most important thing for us is the people, all our patients, that is the reason we are here,” Eugenia Sosa, a DaVita nurse, said about volunteering on Sunday at the Central Tampa Dialysis center.

Taking care of patients comes naturally to DaVita teammates (employees), so it was no surprise to find them going above and beyond to support patients. Biomedical teammates and others worked diligently to restore power and water in centers after the storms. Teammates also worked to create access to treatment for patients displaced by the storm and made time to provide food and drinking water to those in need.

During extreme weather and natural disasters, DaVita’s emergency management team, as well as local teams in impacted areas, activate efforts to prioritize patient safety and access to care. Skipping dialysis treatment can be life-threatening, so it is extremely important that patients show up to treatment and that teammates are there and ready for them.

 Teammates look to the company’s values and community-driven culture as they work to care for their communities.

DaVita teammate Lisa Franklin, RN, a nurse who had only worked for DaVita for a few months at the time of the storm, said she believes patients are extremely grateful because dialysis treatment is so important for people living with end-stage kidney disease.

“For me, serving the patients is always an honor,” Franklin said. “To go above and beyond to make sure they get the treatment that is needed because it is so vital …to their well-being.”

Kevin McCormick, a biomedical operations manager, works with his team to assess damage that’s resulted from storms and work to restore centers so they can re-open and serve patients.

“I am proud of my team, the roles that they take on and the lengths that they go to.” McCormick said when asked how he feels about the work he does, “We always try to be safe and invested in what we are doing, taking care of each other is a beautiful thing.”

Yum! Brands

Sebastian Wright
Chief Food Innovation Officer, KFC Global

Education

• Sheen School
  London, United Kingdom
  (1986-1991)
• Durham University
  Bachelor of Science, Geology
  Durham, United Kingdom
  (1992-1995)

If we were to interview your teachers, what would they say about you?
“Sebastian is imaginative and enthusiastic in class, though keeping him focused can be a challenge when there is something more interesting happening outside the window!”

What did you want to be when you grew up?
I wanted to be happy and fulfilled, though I wasn’t exactly sure how to get there at the time

Work

First Job
I ran a paper route on the streets of London when I was 12. The newspaper bags were so heavy, I could barely lift them, but I was driven by the desire to earn my own money and be independent. I also loved being the first one up in the morning, out in the quiet streets with the world all to myself.

• Rio Tinto, Antofagasta, Chile
  1996: Gold and Copper Exploration Geologist
• Pret A Manger, London, United Kingdom
  1997-1998: Store Manager
  1998-2001: New Store Opening & Training Manager
• Pret A Manger, New York City, New York, United States
  2001-2005: Director, U.S. Information Technology & New Market Expansion
  2005-2006: Head of U.S. Business Development, Real Estate and Finance
• Le Pain Quotidien Global, New York City, New York, United States
  2006-2007: Director, Information Technology
  2007-2010: Director, Franchise Services & Concept Innovation
• Pret A Manger, New York City, New York, United States
  2010-2012: Vice President of Food, Brand and Commercial, North America
• Starbucks, Seattle, Washington, United States
  2012-2013: Director, Lunch Food
  2013: Director, Evolution Fresh
  2013-2016: Senior Director, Concept Innovation – Store of the Future
  2016-2017: Senior Director, Food Concept Innovation
• Amazon, Seattle, Washington, United States
  2017-2020: Product Leader, Fresh Prepared Food (Amazon Go)
  2020-2022: Category Leader, Fresh Prepared Food (Amazon Kitchen)
  2022-2023: New Formats Leader
  2023-2024: Category Leader, Amazon Go
• KFC, Plano, Texas, United States
  2024-present: Global Chief Food Innovation Officer

What moments, or who, in your life influenced the way you work?

• Working with Starbucks’ chief creative officer 
  I had the opportunity to work closely with the chief creative officer at Starbucks, who came from a New York real estate background. He taught me that the word “impossible” doesn’t exist. He encouraged me to dream as big as I could and mastered the art of bringing people along on that journey.
• My first boss
  She was a librarian with no restaurant experience when she boldly decided to open one of London’s first wine bars. She inspired me by proving that your background doesn’t define you. You have the power to shape your outlook, influence how others see you and create your own future. It was an incredibly empowering lesson.
• Living and working in the desert
  In the early days of my career as a geologist, I took a job in Chile’s Atacama Desert, the driest place on Earth. For three months, I was living in a tent surrounded by stunning landscapes yet isolated from the human connection I deeply missed and wanted to return to. I’d always worked in bars and restaurants to support myself through school, so returning to that world in London felt natural. I have fond memories of those gold-hunting days, but choosing people and food over rocks was the right call.

What part of your career journey was unexpected?
Making America my home was an unexpected turn in my career journey. I moved to Manhattan in August 2001, and the events of the following months were galvanizing in my decision to make the U.S. my permanent home. I deeply appreciate the entrepreneurial spirit and “can-do” attitude of the many people I’ve worked with. It’s uplifting and resonates with my own positive outlook.

What do people think you do versus what you actually do?
People think I eat chicken all day, every day. The reality? I only eat chicken most days.

What is the best piece of advice that you’ve been given?
No one is more invested in your life than you are–no matter what anyone else tells you.

How do you recharge during your free time?
By driving—whether it’s cars on tracks, racing karts or riding bikes. I also love karaoke, a bold glass of Cab Sav, good friends and a great view. And of course, cooking and enjoying delicious food is always a highlight.

What motivates you?
I’m inspired by the passion of others and motivated to create meaningful change in thoughtful, often indirect ways. What drives me most is the desire to leave things better than I found them.

Complimentary Webinar:

The Heat You’re Not Counting: Super Pollutants and the Net Zero Gap

Wednesday, July 16, 2025, 12:00PM UTC+7:00

Register Here

While most corporate climate strategies focus on reducing carbon dioxide, few address the most powerful—and overlooked—drivers of near-term global warming: super pollutants like methane, black carbon, and HFCs. These fast-acting pollutants trap significantly more heat than CO₂ in the short term and are responsible for nearly half of today’s global warming.

For businesses across Asia, where climate risk, regulatory shifts, and supply chain complexity are accelerating, targeting super pollutants offers a strategic opportunity to:

• Accelerate climate impact by prioritizing investments that slow the rate of warming now
• Reduce near-term, climate-related business risks while pursuing long-term CO2 reduction
• Future-proof climate strategies now, in advance of new reporting standards

Join the Global Heat Reduction Initiative’s Executive Director, Kiff Gallagher, on Wednesday, July 16, 2025, at 12:00pm UTC+07:00 for an in-depth discussion on how companies can align their climate impact strategies with near-term horizons and realistic corporate planning timeframes.

A live Q&A session will follow the discussion. 

Who should attend?

• Business leaders and decision-makers in the private, public and NGO sectors 
• Leaders and designers of climate action plans, carbon emissions management and/or net zero targets
• Anyone interested in reducing climate super pollutants and joining the heat reduction community 
• Sustainability professionals of all kinds

 Register Here

About Kiff Gallagher 

Kiff Gallagher is an entrepreneurial executive and award-winning social innovator with 30 years of experience scaling sustainable enterprises. Kiff is co-creator and executive director of the Global Heat Reduction Initiative (GHR) at SCS Global Services, a groundbreaking climate finance and data platform, including a registry, that empowers organizations and municipalities to target near-term atmospheric heat and pollution reduction on their path to net zero.

Kiff has served as a domestic policy aide in the Clinton White House, President of Social Venture Network, Vice President of Corporate Affairs and Sustainability at Califia Farms, and Senior Vice President at Winrock International which owns the American Carbon Registry (ACR). He has been a frequent public speaker and garnered national media attention throughout his career, most recently spotlighting GHR in Trellis and FinTech.TV at the NYSE. 

Miami, FL, June 24, 2025 /3BL/ – Bacardi Global Travel Retail brought a fresh wave of excitement to Miami International Airport (MIA) this month with a dynamic pop-up activation which spotlighted PATRÓN® CRISTALINO, the brand’s latest super-premium innovation.

The month-long promotion not only celebrated the new crystal-clear, oak-aged PATRÓN expression but also reinforced the company’s commitment to reducing its impact on the environment by repurposing key structures from previous PATRÓN activations at MIA.

Demonstrating dedication to eco-conscious design, Bacardi Global Travel Retail has reused and refreshed the pop-up’s signature agave-inspired lattice bar structure, a fixture used at MIA for three consecutive years. By re-imagining existing promotional materials, waste is reduced while maintaining the premium aesthetic synonymous with PATRÓN.

“PATRÓN CRISTALINO is redefining the fast-growing cristalino category and Miami Airport is the perfect stage to introduce it to discerning travelers,” said Geoff Biggs, Regional Director Americas, Bacardi Global Travel Retail. “By reusing our pop-up infrastructure, we’re proving that making sustainable choices and luxury can go hand in hand. It’s a virtuous circular business model we are hoping to use in promotions at other high-profile airport locations.” ENDS

Read more about Corporate Sustainability at Bacardi

Despite widely publicized efforts by the Trump administration and certain Republican-led state governments to roll back diversity, equity and inclusion (DEI) policies and programs at government agencies, universities, and corporations, there are clear signs that publicly-traded companies in the U.S. are pushing back against these efforts. While some companies have made changes to their diversity programs and in many cases are dropping the use of the acronym DEI, the boards and shareholders of many companies are rejecting anti-DEI proposals brought by conservative activists at annual shareholder meetings.

In our Top Stories, we highlight several examples of anti-DEI proposals that were overwhelmingly rejected by shareholders. ESG Today reported that more than 99% of the shareholders of Walmart and Netflix voted to reject resolutions brought at each company’s annual meeting. The article by Mark Segal states that “The votes mark the latest in a series of anti-DEI proposal rejections at major U.S. companies, following similar results at Apple, Amazon, Deere, and Goldman Sachs, among several others.”

Importantly, the shareholders of Walmart and Netflix followed the recommendations of the boards of both companies. Walmart’s board stressed the business rationale behind their diversity programs, saying, “One of our core values is respect for the individual. We work to create a culture where our customers feel welcome and our associates feel like they belong and their contributions are valued. We want our customers to be excited to shop with us and our associates to see us as the best place to work and to build a career. We believe fostering this type of culture among our associates, customers, suppliers, and communities creates value for our business.”

Manufacturing Digital reported on the recent rejection of an anti-DEI proposal by Caterpillar, with 97% of shareholders voting against the resolution to “consider abolishing its DEI policies, department and stated goals.” Caterpillar responded to the proposal by saying it “inappropriately attempts to restrict Caterpillar’s ability to manage its own employees, ordinary business operations and enterprise strategy. We are committed to fostering an inclusive environment and a workforce that is representative of the diverse customers and communities we serve around the globe.” According to the article, Caterpillar’s public DEI page remains live on its website.

Biospace reported that 99% of the shareholders of Merck voted to reject an anti-DEI proposal brought by a group that also proposed a similar resolution that was rejected by the shareholders of Johnson & Johnson. According to the article, Merck’s CEO Rob Davis stated at the annual meeting that “Our company has a long-standing commitment to diversity and inclusion. It is at the core of who we are, our values, and how we operate as a company.” He also called it a strategic imperative, saying it “enables us to fully execute on the scientific method and catalyze contributions and innovations from across our enterprise.”

These shareholder votes and the pushback from corporate boards show that most directors and investors are not in favor of eliminating diversity initiatives, even with external pressure. At the same time, many companies have made adjustments to their diversity and inclusion programs, including eliminating specific goals and targets and changing how they describe and communicate about the programs.

The G&A team is monitoring the impact of anti-DEI efforts and helping companies continue to focus on maintaining strategic diversity and inclusion programs grounded in building long-term value. We are available to work with you to develop and implement strategies to adapt to the evolving and challenging landscape. For more information contact us at: info@ga-institute.com.

This is just the introduction of G&A’s Sustainability Highlights newsletter this week. Click here to view the full issue.

PORTLAND, Ore., June 24, 2025 /3BL/ – The Global Electronics Council^® (GEC) unveiled the winners of the 2025 EPEAT^® Purchaser Awards, whose combined purchasing decisions drove measurable environmental benefits — including cutting 1.2 million metric tons of greenhouse gas emissions. This equates to taking about 250,000 passenger cars off the road for a year, alongside significant reductions in energy use, hazardous waste, water consumption, and more. 

The annual EPEAT Purchaser Awards celebrate institutions that prioritize the purchase of EPEAT registered products, reinforcing market demand for responsible electronics supply chains and showcasing the power of procurement to advance organizational sustainability goals. One of this year’s awardees, Kaiser Permanente, emphasizes the vital connections of social & environmental responsibility to public health.

“At Kaiser Permanente, we know that climate health has a direct impact on human health” explained Elizabeth Eldridge, Director of Sustainability. “To minimize our environmental impact and to improve the health of our members and the communities we serve, we are proud to make sustainable procurement choices, including EPEAT registered IT product purchases.” 

The program’s global reach was also demonstrated by the Scottish Government, honored for the seventh consecutive year for its commitment to reducing environmental and social impacts through responsible procurement frameworks.

“Our ICT frameworks are supporting Scotland’s Net Zero ambitions through the circular economy and environmental best practice,” said Calum Elliot, Deputy Director, National Collaborative Procurement Division. “We would like to extend our gratitude to our wider Scottish public sector colleagues, our suppliers, and the Global Electronics Council for helping us move towards our sustainability goals.”

In addition to GHG emissions reduction, 2025 EPEAT Purchaser Award winners collectively reduced:

• 1,300 gigawatt-hours of energy, comparable to the annual electricity consumption of 107,000 average US households
• 24,400 metric tons of solid waste, the equivalent to the waste generated by 13,100 US households
• 2.45 billion liters of water consumption, saving enough to fill 983 Olympic sized swimming pools.

With total EPEAT registered products purchases exceeding 3.6 million, award winners are expected to collectively save more than $70 million over the life of the products.

“These results show what’s possible when organizations embed responsible procurement practices into their operations” remarked Bob Mitchell, CEO of the Global Electronics Council. “With third-party verification, impact measurement tools, and a trusted product registry, EPEAT empowers purchasers to confidently drive meaningful progress toward their sustainability goals.” 

By choosing EPEAT registered products, the 2025 award winners reduce their negative environmental and social impacts while setting a standard for other leading institutions to follow. GEC encourages all institutions to join the movement towards a more sustainable future by integrating EPEAT registered products into their procurement practices.

To learn more about the EPEAT Purchaser Awards and view the full list of 2025 recipients, visit: globalelectronicscouncil.org/epeat-purchaser-awards.

About the Global Electronics Council

The Global Electronics Council (GEC) envisions a world with only sustainable electronic technology that enhances the well-being of people and planet. Our mission is to accelerate the transformation of markets toward prioritizing the most sustainable electronic products and services. 

As stewards of the EPEAT ecolabel, we set global standards for electronics that empower brands, their value chains and their buyers to achieve ambitious sustainability goals. Through our thought leadership, advocacy, and EPEAT ecolabel, GEC is helping to reshape the electronics industry into a driving force for environmental preservation and global well-being.

Our EPEAT Ecolabel

We are stewards of the EPEAT ecolabel – the definitive global standard to drive change across the technology sector from extraction to end of life. EPEAT enables manufacturers to follow strict third party verified standards while providing transparency for buyers.

Since its launch in 2006, procurement professionals have reported purchases of over 2.7 billion EPEAT products, generating cost savings exceeding 34 billion USD and reducing greenhouse gas emissions by over 341 million metric tonnes.

Erik Fessler 
Senior Manager, Global Communications 
+1 971-380-4088 
efessler@gec.org

Originally published in GoDaddy’s 2024 Sustainability Report

Employee Wellbeing

At GoDaddy, we believe a happy, healthy team sparks creativity, collaboration, and big ideas.

When employees feel their best, they bring their best, and we want to provide a supportive and safe environment for them to do so. We make wellbeing and security a top priority because a thriving team is the heart of everything we do.

Benefits

Here are just a few ways we’re supporting families:

• Backup Dependent Care: Access to 10 backup care visits per plan year to ease the stress of last-minute caregiving needs.
   
• Adoption Assistance: Up to $10,000 per adoption to help with adoption costs, legal fees, and other eligible expenses.
   
• Surrogacy Reimbursement: Up to $10,000 per surrogacy, with a lifetime maximum of $20,000, to help cover eligible expenses not covered by medical insurance.
   
• Daycare Discounts & Subsidies: A 10% discount plus an additional 10% subsidy for fees with our daycare partners.
   
• Parental Leave: Generous paid leave to allow parents time to bond with their new additions. Flexible scheduling options may also be available when returning to work.

GoDaddy’s Wellbeing Focus

The wellbeing of our employees is a key focus for GoDaddy. Here’s how we show it¹:

• Global Wellness Days: Four dedicated days each year for employees to unplug and focus on their wellbeing.
   
• Mental Health Management Program: We partner with Lyra Health/ ICAS, a world-class provider of confidential support. Employees and those who live with them can access in-person appointments, video chats, therapy, coaching, and self-care apps to navigate stress, anxiety, and more.
   
• Wellbeing App: Starting in 2025, employees enrolled in one of our United Health Care plans will have access to Calm, a mental health app with tools for sleep, meditation, and mindfulness.
   
• Noom: A platform offering a comprehensive and personalized approach to weight management and wellbeing initiatives.

In 2024, we celebrated Mental Health Awareness Month, promoting self-care and access to professional resources. As a part of our celebration, we spotlighted financial, physical, and family wellness to help employees prioritize all aspects of their wellbeing. Resilience, and our safety policies.

Security & Resilience

The Corporate Security and Resilience Team plays a vital role in maintaining a safe, productive, and resilient environment that supports both our employees and global operations. At GoDaddy, we believe security is a collective responsibility, with everyone playing a part in keeping our workplace safe.

To ensure all employees have the tools and resources they need, we provide access to safety, security, and facility-related information and support questions via phone, email, and Slack. Employees also have access to a dedicated intranet page that outlines essential processes, including global security, security standards and technology, business resilience, and our safety policies.

Supporting Employees During an Emergency

The Corporate Security and Resilience Team is focused on keeping employees safe, whether they’re in the office, at home, at a data center, or traveling. By combining employee input, site feedback, and global monitoring tools to quickly detect disruptions and coordinate responses, we identify potential security risks and support local teams in managing events to ensure a swift return to normal operations.

TOMORROW FUND

One thing we all have in common at GoDaddy is the ability to help each other in times of need. It is in this spirit that the Tomorrow Fund by GoDaddy is available to employees worldwide. This fund provides financial support for those affected by unanticipated events or natural disasters. The grants provide short-term financial assistance for necessities such as food, clothing, and transitional housing. In 2024, 25 grants were provided to employees.

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.

June 24, 2025 /3BL/ – As part of its global mission to achieve carbon neutrality by 2023 (scope 1 and scope 2 emissions), Rockwell Automation recognizes the need for a structured and data-driven approach to energy optimization. The company’s Asia Pacific Business Center (APBC), a manufacturing facility based in Singapore, partnered with Kalypso, Rockwell’s digital consulting services team, to implement a structured transformation roadmap to meet its sustainability goals and align with local government climate targets.

“Manufacturers today face increasing pressure to balance production efficiency with sustainability goals,” said Ferdi Aksoy, senior director, Asia Pacific operations. “However, many industrial facilities lack the necessary digital tools to analyze energy consumption, predict inefficiencies, and implement corrective measures. Our facility in Singapore aimed to bridge this gap by developing a scalable strategy that could drive tangible energy savings while supporting long-term decarbonization efforts.”

Building the data-driven sustainability roadmap

The team’s strategy was built around data visibility, predictive analytics, and data-driven process optimization:

• Energy Audit & Maturity Assessment: A comprehensive review of current energy consumption patterns to identify inefficiencies.
• Integration of FactoryTalk® Energy Manager™: A real-time monitoring platform that provides dynamic feedback on power usage, enabling precise energy tracking.
• Data-driven Process Optimization: Leveraging machine learning models to analyze historical trends, predict demand fluctuations, and recommend corrective actions.
• Roadmap for Closed-Loop Energy Optimization: Implementing prescriptive controls that automatically adjust production parameters for maximum efficiency.
• Employee Engagement & Process Change Management: Driving behavioral changes through persona-driven dashboards, alerts, and decision-support tools.
• Automated Facilities Based on Production: Integrating sensors and control systems to dynamically adjust lighting, temperature, and humidity levels in response to production activities.
• Asset Optimization: Features include sleep mode for idle high-intensity assets, sequencing based on performance and closed-loop start-up/shutdown procedures.

By incorporating these elements, APBC was able to create a structured roadmap that moved beyond simple energy monitoring to real-time optimization and predictive decision-making.

Achieving Energy and Emissions Reductions 

Through the implementation of its energy optimization strategy, Rockwell Automation Singapore achieved significant sustainability milestones:

• 15%–30% projected Annual Energy Savings: Reduction in power consumption across key manufacturing processes.
• 20%–40% projected Reduction in Scope 1 & 2 Emissions: A major step toward realizing the company’s carbon neutrality goal.
• Scalability for Future Growth: The framework established a repeatable model that can be applied to other Rockwell Automation facilities worldwide.
• Enhanced Workforce Efficiency: By re-tasking employees to value-added activities, eliminating repetitive manual tasks, and automating data recording, the initiative has contributed to increased production capacity.
• Regulatory Compliance Achievements: Rockwell Automation’s Asia Pacific Business Center has been awarded the BCA Green Mark Platinum Certification, reinforcing its commitment to sustainable building operations.
• Real-Time Decision-Making: With FactoryTalk Energy Manager, the plant can monitor and compare energy and air consumption across multiple lines and assets. The system has enabled proactive identification of air leakages, allowing teams to rectify issues before significant energy losses occur.

Additionally, the roadmap facilitated faster executive decision-making through clear business cases, data-driven insights, and AI-powered recommendations.

Expanding Sustainability Efforts

Rockwell is expanding its digital transformation efforts with AI-driven predictive energy optimization and further smart manufacturing innovations to enhance both sustainability and operational efficiency.

By leveraging its industrial automation and digital transformation expertise, Rockwell is empowering businesses to reduce their carbon footprint while maintaining peak efficiency.