Tag: 3BL

Let’s face it—workplace wellbeing is a hot topic. Companies talk about prioritizing workplace wellness. Leaders talk about how they want the best for their teams. But what does it really look like to implement real, lasting change in how people feel at work? Oftentimes, it’s unclear what is actually being done, or even where to start when it comes to workplace wellbeing.

If you’re a leader, health and safety manager, or just someone who cares about building better workplaces, it’s essential to understand that wellbeing isn’t just a nice-to-have. It’s foundational. While workplace wellbeing can be related to employee happiness, it is essential for performance, retention, and the future of work itself.

In a recent webinar, The Harvard Business Review discussed the new book, Why Workplace Wellbeing Matters: The Science Behind Employee Happiness and Organizational Performance by Jan-Emmanuel De Neve and George Ward, where they dive into a new approach to employee wellness and what organizations can do to boost productivity and happiness amongst their teams. Here’s what they say:

The first step is to think about the current state. Ask yourself, so, how are we really doing? 

• How fulfilling is work for your team?
• What’s the actual state of wellbeing in your organization?
• What are the consequences when wellbeing isn’t prioritized?

Spoiler alert: burnout, disengagement, quiet quitting, and turnover—all cost a lot more than proactive support efforts.

After determining the current state, the next step is to establish a systematic approach for change. 

Wellbeing isn’t solved by a mindfulness app or a lunchtime yoga session. It’s important to note that while these quick fixes aren’t bad, they simply don’t address the core of what’s driving dissatisfaction. These programs can be seen as worker-based or trying to “fix the worker.” But to get to the core of what’s driving wellbeing, we need to take a hard look at fixing the work. The path forward? A systematic, data-driven approach.

To start, let’s first distinguish between:

• How you feel at work (stress levels, belonging, relationships)
• How you feel about work (pay, culture, leadership trust)

In other words, separate inputs from outputs. What’s causing what?

Meet the Drivers of Wellbeing: The D.R.I.V.E.R. Framework 

Through research conducted by De Neve and Ward in Why Workplace Wellbeing Matters: The Science Behind Employee Happiness and Organizational Performance, six main categories emerge as consistent drivers of wellbeing (often abbreviated as DRIVER):

• Direction and purpose
• Relationships and belonging
• Inclusion and fairness
• Value and recognition
• Effort and workload balance
• Rewards and compensation

Pay and flexibility often get the spotlight for workplace wellbeing, but the most underappreciated factor is belonging and acknowledgement. People want to feel seen and want to experience fairness in the workplace. They want to know their company—and their coworkers—care about them as people.

“People don’t quit jobs. They quit bosses and management.”

And when social connection gets neglected (especially in favor of compensation alone), retention takes a hit. High-paying roles aren’t enough to keep people if they feel invisible.

What Are Successful Companies Doing? 

There’s no one-size-fits-all model when it comes to workplace wellbeing. But companies that are getting it right are doing these two things well:

1. They evaluate what truly matters.
   This includes separating outcomes (engagement, retention, quit rate) from their drivers (relationships, flexibility, inclusion).
2. They act on data. 
   For example, implementing a survey across an organization can be a first step to reach employees and begin to assess and improve well-being. Regardless of the industry, surveys provide valuable information to an organization.

The point? Any company, in any industry, can get this right. And the best companies are using data, not assumptions, to guide their decisions.

Why It Matters More Than Ever 

Investing in wellbeing isn’t just about being a “nice” company. It’s a competitive advantage across three critical business levers:

• Recruitment: Job seekers increasingly factor in wellbeing. For example, job ads that didn’t mention wellbeing led to fewer applications.
• Retention: Stressed employees are job hunting. Constantly. Most people browse jobs while still employed. High stress = high attrition = high cost to companies.
• Productivity: Engaged teams are more empowered, more creative, and more resilient.

The financials back this up: companies with high average wellbeing outperform traditional benchmarks in the stock market. It’s not a short-term feel-good publicity stunt—it’s a measurable return on investment (ROI).

What About Artificial Intelligence (AI)? 

People are worried that AI is going to take our jobs. But that’s the wrong question. Instead of asking how many jobs AI will affect, we should ask how it will affect work itself.

Will AI reduce wages? Will it limit flexibility? Or could it actually improve work by removing tasks people find tedious or draining?

Technology isn’t inherently good or bad, it’s about how we use it. We need to ask ourselves: How can AI be shaped to improve wellbeing across each DRIVER category?

We should aim for AI to augment the human experience, not replace it. The future of work will require more social intelligence, not less. And AI can help enhance social intelligence.

Where Do We Go from Here? 

Workplace wellbeing is not a human resource issue. It’s an organizational issue. Everyone, from the C-suite to line managers, needs to be engaged in the solution. Leaders should act as bridge builders. They should not treat wellbeing as a side activity but instead embed it into how work is managed.

Forget ping pong tables and wellness weeks. Let’s build workplace wellbeing into systems and cultures where people actually want to show up—and stay.

Questions? Reach out to our Health & Safety team today! Or, if you’re in the Retail Industry, reach out to our Retail team today to discuss workplace wellbeing at your organization.

Reductions represent $250 million in cost avoidance since 2019

MIAMI, June 10, 2025 /3BL/ – Carnival Corporation & plc (NYSE/LSE: CCL; NYSE: CUK), the world’s largest cruise company, today announced it achieved a 44% reduction in unit food waste in 2024 compared to 2019 levels, surpassing its 2025 40% reduction target a full year ahead of schedule and is well on its way toward its 50% reduction goal set for 2030.

The significant reductions are a result of the company’s ongoing “Less Left Over” food management strategy focused on its world-class cruise lines finding smart ways to ensure food and ingredients don’t go to waste. Since 2019, the company has avoided over $250 million in food costs by finetuning its provisioning, preparation and meal service practices to further enhance the dining experience for its almost 13.5 million annual guests and to reduce the amount of uneaten food globally in its operations.

“Our Less Left Over strategy is powered by dozens of large and small programs and technologies across our cruise lines to cut food waste by 50% by 2030,” said Josh Weinstein, CEO of Carnival Corporation. “But more than that, it’s also a global rallying cry that is turning everyday actions into lasting impact by nurturing a shared mindset among our 160,000 talented team members – a mindset that values creativity in delivering amazing meals for our guests and crew while getting the most out of our resources. It’s great for the planet and our bottom line.”

Optimizing Every Delicious Bite

Carnival Corporation’s success in reducing food waste stems from its holistic approach to addressing every step of the food lifecycle onboard its ships and in its land operations, from sourcing to prep to dining services. This includes:

• Using real-time analytics, intelligent systems and data driven insights for purposeful ingredient purchasing, dynamic menu planning, and prep-to-plate operational precision.
• Leveraging AI-powered systems and real-time data tracking to align food prep with live guest and crew meal service flows and dining patterns.
• Emphasizing food and meal plating techniques that showcase the company’s culinary creativity while enhancing visual presentation and minimizing waste.
• Training our crew and empowering them with the knowledge and confidence to inspire ownership and action in reducing food waste and loss across every aspect of the operation.
• Serving ‘just right’ portions so guests enjoy a satisfying meal that fills the plate with the option to come back for a second helping.
• Pioneering solutions like donating surplus ingredients and meals to a growing network of food banks in communities facing food scarcity, which is continuing to scale significantly for the benefit of our destination partners.

While the goal is less food left over to discard, just like eating at home there will always be food and food preparation items remaining after your meal. In those cases, Carnival Corporation takes a circular economy approach to find meaningful ways of creating productive value from any remaining food materials by transforming what might have been waste into useful resources. One of the many ways the company is maximizing the usable life of the food products is to repurpose food scraps into new products – from upcycling used coffee grounds to produce vegan soap products to converting used cooking oil into biofuel for its land-based tour bus operations in Alaska.

Tackling Leftovers with Technology

When leftovers cannot be repurposed into other resources, Carnival Corporation still finds ways to ensure there is ‘less left over’ by investing in innovative waste management technologies and systems to minimize the impact of the small amount of unused food scraps that remain. Going well beyond regulatory requirements, these combined technologies substantially limit the impact from conventional food waste disposal methods, such as landfills, while contributing to even more sustainable and efficient operations.

For example, one way the company treats and manages left-over food onboard is with its over 630 biodigesters installed fleetwide as of the end of 2024. These “metallic stomachs” use natural bacteria to organically break down and liquify uneaten food to a tiny fraction of its original volume. Carnival Corporation also relies on over 90 dehydrators and dryers installed across the fleet to remove excess water from hard-to-break-down food items, such as fruit rinds, shrinking the remaining hard waste volume by approximately 90%. The dried material can then be ground down into an organic pulp for possible use as organic mulch and compost or offloaded.

Carnival Corporation’s food management strategy forms a cornerstone of its broader waste management and circular economy initiatives from ship to shore, which aim to manage natural resources efficiently and focus on keeping products and materials in use as long as possible through reuse, recycling, refurbishment and maintenance. These efforts are part of the company’s overarching sustainability vision to reduce its environmental impact overall and provide sustainable financial results for its stakeholders. To learn more about Carnival Corporation’s purpose and our positive impact worldwide on people and the planet, go to www.carnivalcorp.com/impact/.

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About Carnival Corporation & plc
Carnival Corporation & plc is the largest global cruise company and among the largest leisure travel companies, with a portfolio of world-class cruise lines – AIDA Cruises, Carnival Cruise Line, Costa Cruises, Cunard, Holland America Line, P&O Cruises, Princess Cruises, and Seabourn.

For more information, please visit www.carnivalcorp.com, www.aida.de, www.carnival.com, www.costacruises.com, www.cunard.com, www.hollandamerica.com, www.pocruises.com, www.princess.com, and www.seabourn.com.

To learn more about Carnival Corporation’s purpose and our positive impact worldwide on people and the planet, go to www.carnivalcorp.com/impact/.

Carnival Corporation Media Contacts:

Jody Venturoni, Carnival Corporation, jventuroni@carnival.com

Janna Rowell, Carnival Corporation, jrowell@carnival.com

Verizon

If finding yourself in a dark warehouse filled with dozens of mannequins in disarray sounds like an unlikely beginning for a new business — well, it probably is. But that’s precisely where Judi Henderson’s entrepreneurial journey began.

“It was eerie, but something about it still drew me in — maybe my days of playing with dolls,” says Henderson. Today, Henderson, 67, is the owner of Mannequin Madness, a flourishing mannequin sales, rental and recycling business that has grown thanks to her willingness to embrace digital tools like AI, social media and online learning.

She describes her company’s beginnings as a ‘happy accident,’ when she went to the Oakland, California warehouse in 1999 to buy a single mannequin for an art project. When the seller told her he was closing up his mannequin rental business, Henderson’s entrepreneurial instincts kicked in — and Mannequin Madness was born.

The mannequin business is as unique a niche as it sounds. On a day-to-day basis, Henderson might be loaning her mannequins, typically recycled from department stores, to fashion students, luxury stores, or for events. Sometimes her warehouse is rented for photo or video shoots, too. “There’s always a lot of variety happening here,” Henderson says. “In the 20 years I’ve been in the business, no day is like the previous day.”

Henderson loves her product — and keeping discarded mannequins out of landfills by giving them new purpose — but with no previous experience as an entrepreneur, she found challenges in running business operations. Resources such as Verizon Small Business Digital Ready have helped her keep pace in the age of digital marketing. “I like online learning,” Henderson explains. “I love the convenience factor of it.”

Social media didn’t exist as a marketing tool 25 years ago when Henderson launched Mannequin Madness, but now Digital Ready has helped teach her how to utilize it for business, including understanding which platforms are most strategic. “Some of the courses [on social media] allowed me to really zero in on where’s the best place for me to spend my time and money,” Henderson says.

With inspiration from Digital Ready courses, Henderson has even embraced AI as a tool for business, using it to generate images to revamp her website, to help create content for her blog, or even to add whimsy to her writing. “AI is my new friend. It’s just like having another staff member,” Henderson says. “And I’m pretty sure if I had not initially taken some of those classes on AI in the Digital Ready program, I would not be embracing it with as much gusto as I am now.”

Also having taken advantage of live coaching events and 1:1 Reviews with small business experts, Henderson appreciated seeing diverse people, of all ages and races, taking part in the Digital Ready program. “You can see people who kind of look like you, who were giving you advice. I like that,” she says. And the price point can’t be beat. “I’m amazed that something that’s free has so much value,” Henderson says.

Beyond learning new skills, Henderson has also made sure her business stays connected with the right technology. She’s a Verizon Business customer, using mobile devices, a tablet, and a smartwatch to manage her growing operations. “They upgraded my equipment with signing up for a [promotional business] package. So I now have an updated phone, especially great for taking photos, which are critical for my business.”

Even as the landscape for her business changes with metamorphosis of the retail market, Henderson is putting off retirement and pivoting her company to focus on art projects, DIY crafting, and more. “I am a little bit past retirement age, but I still love what I’m doing,” Henderson says. “I have so much fun and creativity and freedom in my job. It doesn’t feel like a job.”

Verizon Small Business Digital Ready is part of Verizon’s goal to support 1 million small businesses by 2030 with free resources to help them succeed. To sign up, visit Verizon Small Business Digital Ready. Visit CitizenVerizon.com to learn more about the company’s responsible business efforts. An individual user’s experience may vary and results are not guaranteed.

DENVER, June 9, 2025 /3BL/ – KeyBank, a Fortune 500 company with regional headquarters in Denver, announced the opening of a new branch in Denver’s Green Valley Ranch neighborhood. Bank leaders and employees held a grand opening celebration June 6-7. 

This new, full-service branch is located at 4903 North Tower Road at the corner of Tower Road and East 49^th Ave in Denver. Construction was completed in April and doors opened to the public on May 19.

To commemorate the new branch opening, KeyBank invested $10,000 in local nonprofit, Boys and Girls Clubs of Metro Denver, to support their community efforts. 

“KeyBank is excited at the opportunity this new branch provides for us to become an integral part of the Green Valley Ranch community,” said Chris Picardi, KeyBank’s Colorado market president and commercial banking leader. “Green Valley Ranch is growing quickly, and we are proud to be part of that growth. This new location highlights KeyBank’s continued investment in Colorado. We look forward to working more closely with our neighbors, clients and community partners.”

The new branch highlights KeyBank’s state of the art financial wellness center model, which is staffed with financial wellness consultants rather than a traditional teller line. All transactions will be completed at desks, where consultants will also conduct comprehensive financial wellness reviews and discussions. 

In addition to high-touch banking services, the new branch will feature digital video screens and a client hospitality area that can double as an area for financial seminars and group presentations with clients and the public, as well as a drive-up teller line, ATM and free parking.

“KeyBank’s financial wellness centers are uniquely designed to give our clients a more personal banking experience, with even better access to a full suite of products and services,” said Courtney DeWid, regional retail leader for KeyBank. “This model has been well received across the KeyBank footprint, and we are excited to bring this more consultative approach and demonstrates our commitment to helping our clients move forward on their financial journey.”

ABOUT KEYBANK

In 2025, KeyCorp celebrates its bicentennial, marking 200 years of service to clients and communities from Maine to Alaska. To learn more, visit KeyBank Heritage Center. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $189 billion at March 31, 2025.  Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 1,000 branches and approximately 1,200 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank Member FDIC. 
CFMA: 250519-3226767

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DAVIDSON, N.C., June 10, 2025 /3BL/ – Trane^® – by Trane Technologies (NYSE: TT), a global climate innovator, announces enhanced liquid cooling capabilities for its advanced thermal management systems, tailored specifically to help data centers become future-ready. With new, scalable Coolant Distribution Unit (CDU) solutions, from 2.5MW to 10MW, Trane is driving greater cooling capacity and energy efficiency for hyperscale and colocation data centers.

“We are a trusted innovator for mission-critical infrastructure, continuously co-innovating with our customers to design and develop the custom, integrated thermal management systems needed to support sustainable business growth,” said Steve Obstein, Vice President and General Manager, Data Centers & High-Tech, Trane Technologies. “Through our scalable, modular approach to liquid cooling we can provide a platform for future sustainable capacity growth and thermal load requirements associated with rapidly escalating AI needs.” 

The scalable 2.5MW to 10MW platform complements Trane’s 1MW CDU, giving data centers flexible direct-to-chip cooling capacity to more effectively manage their high-density computing environments. Trane can design, test, and scale hybrid and liquid cooling systems that support growth without requiring a complete cooling infrastructure overhaul. This helps data centers effectively manage high-density computing environments, while helping to reduce energy consumption, lowering operational costs, and shrinking the center’s carbon footprint in support of sustainability goals. 

By combining cutting-edge liquid cooling technology with advanced system design, Trane is setting a new standard for sustainable and efficient thermal management for data center environments. Trane supports operations and uptime throughout the lifecycle of the data center through its world-class service and a network of data center-qualified technicians, strategically located in proximity to customers, and Smart Service options for proactive monitoring, predictive maintenance, and improved energy management. 

Key Features: 

Modular Scalability: Supports cooling capacities up to 10MW, adaptable to various data center sizes and needs.

Direct-to-Chip Liquid Cooling Technology: Optimized for high-density data centers, providing efficient heat transfer directly from IT equipment.

Compact Footprint: Provides up to 10MW cooling capacity in a space-saving, factory skid-mounted design, that provides ease of serviceability.

World-Class Service and Support: Access to expert resources and data center-qualified technicians from Trane for reliable service and support.

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

© 2025 Trane. All Rights Reserved.​​​​​​​ 
All trademarks referenced in this document are the trademarks of their respective owners.

Originally published in GoDaddy’s 2024 Sustainability Report

A Message From Our Chief People Officer

When I first joined GoDaddy, what struck me the most was the genuine support and helpfulness of our team members. With over two decades of experience in the corporate world, I understand that corporate culture can sometimes feel transactional. However, at GoDaddy, it’s different. Our team consistently goes above and beyond to assist each other and uplift our customers. From my very first interactions, I sensed that I had become part of a company where values are evident in everyday actions.

There is no need to conform to a specific mold—just the space to engage in meaningful work surrounded by individuals who share my level of care. That sense of belonging, of collaborating with colleagues who respect, challenge, and uplift one another, is what sets this community apart.

Assuming the role of Chief People Officer this year is a tremendous honor, as it allows me to lead our People Operations Team and enable our people strategy broadly. Becoming the Chief People Officer is, for me, an opportunity to build upon my core beliefs. My goal has always been to ensure our employees feel empowered to thrive here and understand the significance of their contributions – in their work and in the perspectives and experiences they bring.

The value of inclusive opportunity is deeply rooted in me and is a prevalent theme throughout this report. It represents not only who I am, but also who we are at GoDaddy. Respecting people transcends policies; it’s about making space for everyone to contribute and collaborate meaningfully. It’s about building a workplace where all people are valued and have the same opportunities. This report details the many ways we foster a fair, inclusive, and empowering workplace, from the moment a candidate applies to a role, to the ways in which we develop and support our employees.

If we fail to embrace different opinions and ideas, we limit our potential
of finding innovative solutions, enhancing customer service, and advancing both ourselves and our company. Inclusivity goes beyond mere checkboxes or metrics; it involves creating room for a range of voices to question assumptions to enhance product development and authentically represent the entrepreneurs we support globally.

I believe in our people because I’ve witnessed firsthand the heart behind our work and the humanity behind our technology. This isn’t a company that just talks about having a ‘people-first culture’—we live it. I have confidence in this company because I observe how much we care, how much we push ourselves to be better every day, and how much we truly want to make a difference for our customers and communities.

Sarfraz Nakai
Chief People Officer, GoDaddy

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.

Recently, supply chain leaders and experts from the U.S., Canada and Mexico gathered at the Renaissance Worthington Hotel in Fort Worth, Texas, for the annual NASCO 2025 Continental Reunion. A tri-national network, NASCO is the leading organization focused on the competitiveness of the North American supply chain and is at the forefront of promoting collaboration among North American governments, businesses, and educational institutions for 30 years.

Our very own Lusine Atayan, Director of Logistics and Distribution spoke on a panel titled Seamless Synergy: The Building Blocks Of An Integrated Supply Chain. She offered valuable insight to companies and entrepreneurs seeking actionable leadership strategies to build integrated, resilient supply chain teams. She emphasized the vital role the supply chain industry plays in supporting the global and local economies by ensuring swift and efficient delivery of products to support female-owned businesses and entrepreneurs around the globe.

We sat with Lusine to learn more about her global role at Mary Kay innovating supply chain while navigating challenges with agility and confidence.  

Q1: How do you manage logistics at Mary Kay, and what does your role entail?

• At Mary Kay, our mission is to empower women around the world. We do business in more than 40 markets and support millions of female entrepreneurs who sell our beloved brand of beauty and skin care products. Therefore, we have a global responsibility to create the most efficient and agile transportation solutions to fulfill the product orders they depend on to maintain and grow their independent businesses.
• Every day, our team tackles daily challenges by leveraging innovative strategies, maintaining agility, and fostering collaboration across borders to put products into customers’ hands worldwide. We continuously explore new logistics platforms, ports, and near-shoring opportunities.
• At the end of the day business ALWAYS finds a way to do business. 

Q2: Tell us how you embrace innovation in transportation: 

• Over the past two years, Mary Kay Transportation has been implementing a new transportation management system (TMS). This system aids in better understanding routing and consolidating loads more effectively. We now consolidate multiple shipments into a single container or truck, rather than making multiple runs with smaller or half-empty vehicles. The system also provides estimated routes and mileage, facilitating more efficient planning. It tells us what transportation mode and delivery speed level to use in order to deliver our goods on time and in the best condition, ensuring uninterrupted supply despite market disruptions.
• In its supply chain, Mary Kay utilizes real-time GPS trackers to track the loads, as well as a visibility platform that allows us to see the route, estimate the times of arrival as well as track our carbon footprint.
• Mary Kay was recognized by the Supply & Demand Chain Executive “Top Supply Chain Projects” award for our work on a shipment visibility solution in partnership with Tive, a leading provider of real-time supply chain visibility solutions. This innovative solution consolidates all real-time shipment data into one easy-to-use cloud platform allowing Mary Kay to receive and customize alerts for shipments in route. And it resulted in up to 50% reduction of outbound lead times for certain destinations in our planning systems in 2023 and 2024! 

Q3: In an environment revolutionized by AI and machine learning, what resources are essential to stay resilient in supply chain management?

• It’s all about the people, having the right teams, the right mindset, and the right processes. In supply chain management we focus on attracting a diverse group of people with highly developed soft skills: communication, collaboration, leadership, agility, problem-solving, and time management.
• We have created a unique “Transformation Team” whose sole task is to proactively look at business problems from various angles and find solutions. It’s a remarkably diverse and open-minded team, consisting of 50% women and 50% of men. They meet, learn, conduct research (both internally and externally), and regroup with agile solutions.  
• What motivates us is knowing that what we do truly makes a difference in the lives of millions of women and their customers daily. It helps us keep our priorities in order and puts a smile of satisfaction on our faces at the end of the day.

Q4: What advice would you give to someone starting or leading a business in today’s environment? What mindset helps you stay resilient?

• I’m fortunate to work in a company where our leaders invest in me and other women in our company. I have been a speaker at several supply chain conferences during the past several years, and it’s been a journey of growth and empowerment.
• At Mary Kay, it is all about serving women and empowering our independent beauty consultants. We must stay on course, and do not let disruptions get us off track. I recommend surrounding yourself with people who have an open mind and are hungry for learning, growing, and are not afraid of challenges.
• In the words of Mary Kay Ash, our founder: “There are three types of people in this world: those who make things happen, those who watch things happen, and those who wonder what happened.” My advice to you all is to choose which one you want to be.

****

About Mary Kay
One of the original glass ceiling breakers, Mary Kay Ash founded her dream beauty brand in Texas in 1963 with one goal: to enrich women’s lives. Learn more at marykayglobal.com. Find us on Facebook, Instagram, and LinkedIn, or follow us on X.

About NASCO
Founded in 1994, North American Strategy for Competitiveness (NASCO) is the only tri-national network of North American governments, business, and educational institutions, driven by a common interest in collaboration along commercial corridors and trade networks. Learn more at nasconetwork.com. 

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Kinross Gold is pleased to announce the publication of its 2024 Sustainability Report, providing a fulsome summary of the Company’s progress over the past year in furthering its Sustainability Strategy.

“Kinross’ commitment to Sustainability is deeply rooted in our values and culture, and we remain steadfast in our commitment to responsible mining,” said J. Paul Rollinson, CEO. “We prioritize health and safety and environmental stewardship, as well as providing sustainable benefits to the communities where we operate. Partnerships are core to our operating philosophy and we strive to be a trusted partner that delivers impactful community investments. I am proud of our new global approach to Health and Safety – Safeground – developed over the past three years in collaboration with our workforce. The projects and performance detailed in our Report highlight the importance of Sustainability in driving overall Company results and value for shareholders.”

Now in its 17th year, Kinross’ Sustainability Report provides a comprehensive update to the Company’s stakeholders on the progress made in 2024, and what the Company aims to achieve in 2025 and beyond. Our values are the foundation of Kinross’ Sustainability Strategy, which is driven by three pillars: Workforce and Community, Natural Capital, and Climate and Energy. The Report details the Company’s uncompromising approach to responsible mining that underpins its operational success.

Click here to view the 2024 Sustainability Report:
https://s204.q4cdn.com/896213035/files/doc_downloads/2024/sustainability/Kinross-2024-Sustainability-Report.pdf

Key highlights and achievements contained in the report include:

• Generated $4.0 billion in economic benefits to host countries through payments to governments, wages, procurement, and community support. Since 2010, Kinross has contributed $54 billion to the economy of Kinross’ host countries.
• Sustained high levels of local employment with 99% of the Company’s workforce and approximately 93% of management from within host countries.
• Advanced gender diversity, with 22% female representation in senior management positions across Kinross’ workforce and 25% of Senior Leadership Team positions.
• Maintained low injury frequency rate in line with five-year average and increased proactive field engagements. Since 2023, more than 12,000 employees and business partners have completed the Safety Excellence Program.
• Completed over 58,000 engagements with stakeholders, including local communities, indigenous peoples, host governments, investors and others.
• In Brazil, worked with the World Gold Council to publish a video demonstrating the positive impact of community partnerships to support programs and projects that enhance the well-being of local people, with a particular focus on sustainability after mine closure.
• Maintained best-in-class tailings management standards and a 32-year record of zero tailings breaches.
• Efficient use of water with 75% of water recycled at operating mine sites.
• Reclaimed 95 hectares of land at operating mine sites during 2024. Bald Mountain received an award for Leadership in Concurrent Reclamation from the Nevada Mining Association, its second award for concurrent reclamation since 2022.
• On track to achieve goal of 30% reduction of Scope 1 and Scope 2 greenhouse gas emissions intensity over the 2021 baseline by 2030.
• In 2024, the Tasiast solar power plant generated 50,615 MWh of clean, renewable energy, representing 17% of total electrical power generated at the site.
• Percentage of renewable energy increased slightly to 24% of total energy consumed in 2024 with 67% of electricity generated coming from renewable sources, representing the highest percentage in the past five years. At Paracatu and La Coipa, electricity generated from renewable sources was 96% and 100% respectively.

For more information on Kinross Gold’s 2024 Sustainability Report, view the news release here and visit our ESG Analyst Centre here.

About Kinross Gold Corporation
Kinross is a Canadian-based global senior gold mining company with operations and projects in the United States, Brazil, Mauritania, Chile and Canada. Our focus is on delivering value based on the core principles of responsible mining, operational excellence, disciplined growth, and balance sheet strength. Kinross maintains listings on the Toronto Stock Exchange (symbol: K) and the New York Stock Exchange (symbol: KGC).

Media Contact
Samantha Sheffield, Director, Corporate Communications
Telephone: 416-365-3034
Email: Samantha.Sheffield@kinross.com

Investor Relations Contact
David Shaver, Senior Vice-President, Investor Relations & Communications
Telephone: 416-365-2854
Email: InvestorRelations@kinross.com  

External Affairs Contact
Ben Little, Senior Vice-President External Affairs
Telephone: 416-365-2770
Email: Ben.Little@kinross.com

Sustainability Contact
Dominic Channer, Vice-President, Community Relations and Sustainability
Telephone: 416-369-3384
Email: Dominic.Channer@kinross.com

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Eastman

In honor of Earth Month, Eastman team members from around the globe offer a few easy tips we can all follow to make a difference.

1) Bring your own bags

This tip is easy but also easy to forget. Bring your own bags when you shop, whether you’re going to the grocery store, a bookstore or anywhere in between.

“I keep a basket of reusable bags in the same area I keep my keys,” said Maggie Brim, a sustainability manager in Greenville, South Carolina. “I also try to put reusable bags in the car, so I always have them on hand!”

2) Reuse clothing

The reduce, reuse, recycle principle is gaining momentum in the textile industry.

“At Eastman we talk about material-to-material recycling all the time with our molecular recycling technologies, but we also care about the previous step: reuse,” said Claudia de Witte, who works in marketing and sustainability in Rotterdam, Netherlands. “It’s what I like to call people-to-people recycling, where the life of the garment is extended and creates value for other members of the community.”

3) Shop at a farmers market

Ricardo Pacheco buys most of his family’s meat and vegetables from a neighborhood farmers market in Mexico City. It’s within walking distance, though he takes a bus home so that he doesn’t have to carry everything back.

“At the farmers market, there’s a sense of closeness and you can see directly who benefits when you buy from them,” said Pacheco, the brand team’s design lead. “They know you and you have a relationship with them. Plus the prices are incredible!”

4) Don’t forget to pack a water bottle

Remember to take a reusable water bottle when you travel.

“If you bring your empty water bottle, you can use it over and over again,” said Nicole Selden, who works in marketing communications in our plastics division and is based in Mountain Home, Arkansas. “You can refill it anywhere. I’ll put a clip on the outside of my backpack, so it doesn’t take up space. That way, we’re eliminating single-use plastic when traveling because you don’t have to buy bottled water.”

5) Do a litter walk around your neighborhood

In Antwerp, Belgium, Rosa Quarato’s neighborhood has a spring and fall street cleanup that usually ends with a social gathering.

“City hall supplies chairs and, tables and on some occasions, croissants for breakfast,” said Quarato, a sustainability manager. “It’s a fun way to connect and know your neighbors while keeping your street clean.”

The city also supplies bags, gloves and tools to pick up litter if you want to do a cleanup with family and friends any time of the year. They even pick up the litter bags afterward!

International Olympic Committee news

With less than a month to go before the Olympism365 Summit, the International Olympic Committee (IOC) is highlighting the role of sport in driving economic empowerment by shining a spotlight on Bike for Future, a project implemented by Plan International Rwanda with support from the IOC alongside other partners. Leveraging the economic opportunities offered by the bicycle industry, Bike for Future helps young women build transferable skills, and gain access to education, employment and entrepreneurship.

Bike for Future is part of the Sport, Education and Livelihoods in Africa initiative, launched in January 2024 as a collective effort by the IOC, the Agence Française de Développement (AFD), Laureus Sport for Good and 28 local implementing organisations. Together, they are currently supporting 28 community sport for employability and livelihoods projects, reaching over 35,000 young people in 14 countries across Africa, aiming to drive youth education and employability in Africa through sport.

Bike for Future is giving young women access to life-changing vocational training. This includes supporting graduates from Technical and Vocational Education and Training (TVET) schools studying traditionally male-dominated fields, such as welding, tailoring, bike mechanics and electrical work. Additionally, the programme provides startup toolkits, capital and financial literacy training to equip them with the skills and means to launch their own businesses.

At the same time, Bike for Future is harnessing the power of practising sport. It has founded two cycling teams for adolescent girls and equipped them with bikes and all the essential gear they need for weekly practice sessions and participation in monthly Rwanda youth racing cups, organised by the Rwanda Cycling Federation.

Breaking barriers and inspiring young girls

One young woman whose life has been changed by Bike for Future is Amina. A determined young cyclist, Amina dreamed of becoming a professional cyclist, but her family’s financial situation made it difficult to afford a good racing bike. Despite this challenge, her passion never faded, and she was selected for the Bike for Future cycling team.

With access to professional training, a quality bicycle and mentorship, it quickly became evident that Amina possessed remarkable professionalism and talent. She secured second or third place in every race she took part in, catching the attention of cycling experts and national selectors, and she is aiming to represent Rwanda at the Youth Olympic Games Dakar 2026.

“Girls need spaces to showcase their potential. Winning challenging cycling competitions has made me stronger, more hardworking and determined,” said Amina. “I dream of representing my country in international competitions to inspire more girls to follow their dreams.”

Amina’s journey is more than just a personal success, it is a powerful example of how sport can transform lives and create advocacy opportunities for young girls. Through the Bike for Future project, Amina has broken barriers, challenged gender stereotypes, and inspired other girls to pursue their ambitions, regardless of the challenges they face.

From education to economic empowerment across the globe

One in four young people globally are not in education, employment or training – according to the United Nations Department of Economic and Social Affairs. The success of Bike for Future – and Amina – is just one example of the IOC’s ongoing work to use sport to help drive youth education and employability.

Beyond Africa, thousands of young people across Latin America and the Caribbean are currently benefiting from IOC-led programmes, delivered under its Olympism365 strategy.

Other relevant initiatives include the Campeonas 2.4 project in Paraguay, Chile and Argentina.

Campeonas 2.4 has reached over 400 girls, promoting their participation in football while providing education on gender equality, especially in indigenous and rural communities, covering three key areas: health education including sexual and reproductive rights, digital literacy with a focus on technology and AI, and vocational guidance, to build employability and entrepreneurial skills.

Olympism365: the IOC’s strategy to promote sustainable development

Showcasing the impactful collaboration between the sports movement, the social development sector and for-purpose businesses, initiatives like Bike for Future and Campeonas 2.4 build on the IOC’s Olympism365 strategy to strengthen the role of sport in advancing the UN Sustainable Development Goals (SDGs), launched as part of the Olympic Agenda 2020+5 reforms.

These projects are just a few of more than 550 sport and community initiatives supported by the IOC, which will be celebrated at the Olympism365 Summit: Sport for a Better World, in the presence of representatives from both Bike for Future and Campeonas 2.4.

The invitation-only event, organised by the IOC will bring together representatives from the Olympic Movement, UN agencies, development and financing institutions, civil society and for-purpose business in Lausanne, Switzerland, from 3 to 5 June, to celebrate, champion and commit to mobilising sport as a force for good.