Tag: 3BL

For years, 30-year-old Hawo Ahmed Yarow was told that women in her community of Somalia could not be farmers. In Hawo’s community of Moodin, women usually focus on childrearing and household duties.

As Hawo’s family became more desperate for food, she decided to take a chance by planting her own garden. Recurrent droughts and floods in Hawo’s district have made farming difficult. Still, Hawo was determined. She knew that farming was the key to surviving and thriving in difficult circumstances.

“I’ve learned to persevere,” she said.

Action Against Hunger gave Hawo sorghum, corn, black-eyed pea, and watermelon seeds, as well as storage bags, hoes, and shovels. She also enrolled in agriculture trainings where she learned about innovative farming methods like intercropping, or cultivating two crops successfully in the same field.

These workshops were life-changing for Hawo. “I never imagined my life could be like this,” she said. Farming did not come without challenges, but Hawo experienced unbelievable luck. In October 2023, when flooding overtook her village, Hawo’s farm was unscathed.

She quickly began growing her seeds on a one-acre plot. Hawo used several different strategies to ensure her crops were successful. She employed techniques like mulching, mixing dried leaves into the soil to increase the moisture, to make a perfect environment for plant growth. Mulching also acts as a natural weed barrier, preventing other invasive plants from overtaking her crops.

To prevent and ward off pests, Hawo applied Neem fruit juice, a natural pesticide, to safeguard her plants. Neem has insecticidal properties and is considered an environmentally friendly alternative to synthetic pesticides.

Hawo also used something called the “berming technique” to mitigate potential floods. This approach involves building a raised barrier around her farm’s perimeter. During especially rainy seasons, the barriers divert excess water, preventing waterlogging and further crop damage.

Hawo’s efforts paid off: her harvest was huge. Her farm produced 275 pounds of black-eyed peas, 710 pounds of sorghum, 514 pounds of corn, and 30 watermelons. This outcome has paved the way for financial stability within her family. She recently sold a range of produce at the local market, earning about $200 and expects to collect even more money in the coming weeks.

Thanks to her success, Hawo has achieved incredible success by just using a one-acre plot of land. Today, Hawo is eager to share her learnings and her whole community has begun looking to her for advice. She vows to teach her children, friends, and neighbors about her favorite farming techniques. “I will definitely continue this newfound farming practice, and I’ll tell everyone in my village about what I’ve learned,” she said.

Hawo reports that learning to farm has significantly improved the food security, nutrition, and overall health of her family. “I’m grateful to receive the tools I need to succeed.”

***

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 59 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.

Originally published on Nielsen News Center

For our 12th annual Nielsen Global Impact Day (NGID) on October 10, 2024, more than 2,200 Nielsen employees clocked over 9,700 volunteer hours, supporting 250+ organizations around the world across more than 300 individual events or activities. Volunteering continues to be more important than ever, as the global community works to address issues including food insecurity, climate change, responsible use of AI, and much more.

 Our global day of service is led by Cares—one of our 14 Business Resource Groups— that’s committed to mobilizing employees through acts of service. “This is who we are at Nielsen,” said Sandra Sims-Williams, Chief Business Inclusion, Impact and Belonging Officer. “We see a need and step up to help others. I always feel reinvigorated after NGID. I’m proud to be part of a company and my colleagues who do good not just on NGID, but also all year-round.” Each year, Nielsen employees have 24 hours of volunteer time to use throughout the year.  When employees volunteer over 10 hours per quarter, they can direct a $200 Cause Card from the Nielsen Foundation to an eligible nonprofit or non-governmental organization of their choice.  

“I am so thankful to Nielsen for providing 24 hours of dedicated volunteer time to every employee. I am so happy to lead & be part of countless virtual & in person volunteer events, but especially love NGID. I’m so grateful to my colleagues for the connection and for the day(s) of service together in our community!!!” 

– Christina Cervera – Training Manager and North America BRG regional coordinator

This year, Nielsen employees gave back to their communities through various activities like serving meals at a food pantry, helping out in classrooms for children with disabilities and coaching senior citizens in tech clinics. Through a collaboration with Common Impact, 11 employees volunteered virtually in teams to benefit two nonprofits—one based in the U.S. (Partners for Better Housing) and the other in India (Reap Benefit). The cross-functional, cross-geography volunteers worked for one week, using their skills to help the nonprofits with key projects ranging from website strategy/messaging to data analysis of program participant assessments. 

“We are incredibly proud to be part of a company that prioritizes social responsibility and making a positive impact in the world. Thank you to all our activity lead and team members who contributed their time and effort to make this day a success!”

– Sylvia Daniel, Enterprise HR Business Partner, Malaysia

Nielsen’s commitment to giving back is measured as part of our ESG goals. We are striving to increase employee participation in community-oriented programs to 30% by the end of 2024. And throughout 2022 and 2023, we contributed US$43.1 million in value of Nielsen data, time and expertise through our Data for Good® pro bono projects.

“Each year Nielsen’s employees stop, gather and give back across the world. I can’t express enough the gratitude and admiration I have for our company and our commitment to our values, communities worldwide, dedication to our product and our people. We don’t just put these on a poster, we live them!”

– Alisha Marsh – Membership Manager and MOSAIC BRG leader for Texas

By Doug Segrest and Nicole Wyatt

Gray, the aptly named miniature Schnauzer, can size up a human instantly. Thanks to that intuition, the Sviatyi family, Andrii, Mariia and their children, have a fresh start, far away from the ravages of war.

It started with a dog walk and a chance meeting before Russia’s invasion of Ukraine a few years ago. Gray instantly hit it off with another dog, and the respective humans did, too.

Life changed amazingly fast. But as the war continued, Andrii and Mariia stayed in touch with the friends Gray had introduced them to, Mykola and Olena Vyshyvanyuk. And when they talked, the Vyshyvanyuks told them of their own fresh start in a faraway land. Doing More Today documented their story in a 2023 article.

“Mykola told us about all these great things about living in Alabama,” Andrii said. “How great the schools were and how much the kids loved it there.” And then adding, as an afterthought others might take for granted, “and how safe it was.”

Getting here would take patience and a lot of help. But, thanks to a team of determined Regions associates and members of the community, Andrii, Mariia and their two children have relocated to Birmingham, as well.

Mykola told us about all these great things about living in Alabama. How great the schools were and how much the kids loved it there.

Andrii Sviatyi

On a Sunday afternoon, there’s chaos in the kitchen as Mariia, daughter Anna Mariia and son Roman join their host family making pastries and banana bread. Andrii watches the action with bemusement. There’s music playing in the background, laughter in the air and the intoxicating smells of the meal they are preparing.

Mariia smiles wistfully as the scene unfolds. They arrived two months ago, but there are times where she still has to pinch herself.

“Here, we sleep through the night,” she said. “Back home, the kids were afraid. Every night you’d hear the sirens and noise. You’d have to gather everyone up and go to the shelter for safety. Then you’d go to school, the sirens would go off, and you’d have to go to the shelter again.

“Now, even school here feels like a vacation. Just seeing how happy and calm they are getting off the bus … I couldn’t have imagined that just a short while ago.”

Getting here required sponsorship and documents. It also required leaving everything they knew behind to start from scratch in a new country. The Sviatyi family, with the help of their new community, have to figure out schools, employment, transportation and independent residence.

It required sponsors and two years of household funds, plus jobs, cars and schools.

Irina Pritchett and Kate Laminack, Organizational Change Management leaders for Operational Excellence and Risk Compliance, respectively, once again began raising money and making arrangements. They also stepped in to help the Vyshyvanyuks. When Andrii and Mariia were suddenly approved with just two weeks to make the move from Europe to the U.S., Pritchett opened her home to the newcomers until an apartment could be arranged.

“We were determined to make this happen,” Laminack said. “So, we galvanized a team at Olena’s request. This time was tougher, yet the people we knew and reached out to proved to be very generous.”

Olena, now working as a case manager for the refugee resettlement agency, Inspiritus, helped expedite the paperwork.

We were determined to make this happen. So, we galvanized a team at Olena’s request. This time was tougher, yet the people we knew and reached out to proved to be very generous.

Kate Laminack, Organizational Change Management leader for Operational Excellence and Risk

Before their move was approved, Andrii had already been in Italy for a year, where he had gone for work. A business logistics manager back home, Adrii transitioned to construction because that’s where opportunities were. With the help of community and Inspiritus, Andrii and Mariia are working hard to make ends meet. They are both looking for sustainable opportunities to transfer their skills to the local workforce.

The initial separation was hard, especially for Andrii. Back home, Mariia was hoping for the best but preparing to remain.

“One day, we learned our application was declined. Then the next day we got bus tickets to go to Italy,” she said.

But before she and the kids could settle in Rome, there was more news: a second submission of the application had been approved. Alabama would, indeed, be their new home.

“America is truly the land of opportunity,” Andrii said.

And it’s different.

“Here, you have big roads and big cars,” he said with a smile. “But very good roads.”

The move made, the family settled in a home with complete strangers – and instantly bonded with their hosts before getting an apartment of their own. They’ve also reunited with the Vyshyvanyuks and made fast friends with their Regions co-sponsors.

And they’ve discovered a world truly connected.

Everyone says hello. I’ve made new friends, and the children have made new friends. Sometimes, I can’t believe this really happened.

Mariia Sviatyi

“The first week they were here, Mariia and I were walking in the neighborhood when we saw a Ukrainian flag flying at a neighbor’s house,” said Pritchett, Regions’ Operational Excellence Organizational Change Management lead.

Curiosity led to a knock on the door, which led Mariia to discover another Ukrainian family that arrived a decade earlier under much different circumstances.

There are adjustments to be made. But the children love the schools and their new classmates. Andrii loves his job opportunities but is still looking for full-time work. Mariia is getting the new home settled. But she’ll arise in the middle of the night for text conversations with family back home and realizes that while they are safe others she loves are still in peril.

“I’ll wake up and read the news,” Mariia said. “Sometimes, I know more about what’s going on back home than my parents. I talked to my mother the other day. ‘Mom, are you OK? I heard one of the buildings near you was destroyed.’ That was news to her. They are trying to live in the moment.”

For Pritchett and Laminack, getting the family here was even more difficult than when they were part of a team sponsoring the Vyshyvanyuks two years ago.

“It’s been two long years,” Laminack said, “and the need to help wasn’t as fresh in everyone’s mind this time. Yet people stepped up again and were very generous.”

Thanks to that generosity, Andrii, Mariia and their children are preparing for their first American holiday season. They’ve also settled into routine, watching college football on Saturdays as the kids wear some of the new clothes they’ve been given signifying allegiance to the Crimson Tide of the University of Alabama.

All it takes is a village and a desire to be the change you want to see. Help comes in many forms, big and small.

Kate Laminack

“Everything has been an awesome experience,” Pritchett said. “We went to the ‘Rocky Horror Picture (interactive) Experience’ a few weeks ago.’”

“I thought, ‘Where am I?’” Mariia admitted “What have I gotten myself into? But we loved every minute.”

A new home for the holidays. A fresh start. A safer life. It’s an adjustment they don’t regret.

“Everyone here is friendly,” Mariia said. “Everyone says hello. I’ve made new friends, and the children have made new friends. Sometimes, I can’t believe this really happened.”

With a world in turmoil, the needs for help will continue. Thankfully, there are good people who are willing to help.

“We’re not unique,” Laminack said. “Anyone can step up. Yes, the needs are great, but the ways to help are numerous. All it takes is a village and a desire to be the change you want to see. Help comes in many forms, big and small.”

First responders don’t hesitate — they act. They answer 200 million emergencies a year, making split-second decisions that save lives. Yet even today, too many still face connectivity challenges that slow them down when every moment counts. A recent survey found that 64% of first responders say an unreliable network is their biggest concern. That’s not just frustrating — it can mean the difference between life and death.

In 2025, network congestion, coverage gaps and slow speeds shouldn’t stand in the way of real-time communication at the most critical of times. Enter T-Priority, the nation’s first priority 5G network slice built by T-Mobile, and designed specifically for first responders.

T-Priority is the biggest step forward in public safety connectivity in years — a breakthrough solution built FOR first responders, delivering priority access on a 5G network with more capacity and the most advanced coverage available. Think of the slice like a traffic cop: It’s always directing network traffic to give first responders the best possible experience, with up to five times the network resources of everyone else.

So, the essential tools that firefighters, paramedics, utility crews and healthcare teams depend on every day — like smartphones, tablets, thermal imaging and radios — run on a network that keeps up with them. And as their needs and tools evolve with the latest technology like drones, robots and augmented reality, T-Priority will support them, too.

This is the power of 5G: raising the bar for public safety, accelerating information-sharing, improving situational awareness, and redefining what’s possible in emergency response.

This level of network innovation didn’t happen overnight. It has taken years of investment, testing, and industry leadership and partnerships. In 2020, we were the first U.S. operator to commercially launch a 5G standalone (SA) core — the foundation for advanced solutions like T-Priority. While the other guys are still transitioning from older 4G LTE networks, we’ve already brought 5G SA to first responders who are putting it to work in real emergencies.

During the recent wildfires, we activated T-Priority for the Los Angeles Fire Department and provided Wi-Fi routers, hotspots and 5G antennas to keep them connected on the front lines.

Urgent connectivity like this is why more agencies are turning to the Un-carrier. The city of New York — with the largest police and fire department system in the country, handling 9 million 911 calls a year — chose T-Mobile as its single carrier to deliver 5G network capabilities. Everything we’ve learned from working with them to build and run a service that can serve New York City is what makes T-Priority ready to support any first responder mission in America. And it’s not just about large agencies. Since 65% of firefighters in the U.S. are volunteers, we’re also bringing the T-Priority network slice to individual first responders, who now have the option to add it to select plans.

When lives are on the line, there’s no room for dropped connections or slow response times. T-Priority is a game-changer for public safety. It reflects T-Mobile’s commitment to using our network for good, giving first responders and agencies the full benefits of 5G.

THIS is what leadership looks like. And we won’t stop pushing the boundaries of connectivity — especially when it helps save lives and empowers those who risk everything for us every day.

Originally published on GoDaddy Resource Library

Tell us a little bit about yourself and what led you to join GoDaddy.

Having spent over twenty years building businesses globally, I knew a strong digital presence was crucial. But simply existing online wasn’t enough. One of the biggest hurdles was finding a web agency that truly grasped our target audience, business objectives, and the potential of the digital landscape. After trying out different teams and gaining valuable experience in the ever-changing digital world, I realized I needed to add this expertise to my own skillset. That’s when an opportunity at GoDaddy presented itself, and the rest, as they say, is history.

How has your passion for WordPress evolved over time?

WordPress has become my go-to solution for business development, both for my own ventures and for the clients I advise privately. Being an active member of the WordPress community for the past six years has also allowed me to connect with numerous professionals who inspire me and that I constantly learn from. I’ve even had the opportunity to collaborate with some of them on projects. These days, it’s hard to imagine launching a project without incorporating WordPress in some way.

What has been one of your proudest moments at GoDaddy?

Shortly after I joined GoDaddy, my colleague Andrija Radojev came on board as well. While chatting with him, I learned about his unique interactive game project, Zoundark, designed for both visually impaired individuals and gamers. It was then that I met his partner, Lazar Bulatovic, a young, blind tech enthusiast trying to navigate the crowded coaching industry. Lazar, being tech-savvy and frustrated by inaccessible websites, inspired me to help him become a web accessibility expert. I envisioned him advocating for websites accessible to the blind community.

Here’s where the real pride comes in: I shared my idea with my manager, Adam Warner, suggesting that GoDaddy could empower Lazar to champion inclusive coding and design. Adam was immediately on board. Fast forward three years, and thanks to our collaborative efforts, Lazar now runs his own successful web accessibility agency, is self-sufficient, and has become a true role model within the blind community.

How do you believe diversity in tech contributes to innovation and problem-solving?

In essence, diversity in tech is not just about representation—it’s about harnessing the power of different perspectives to drive innovation, create better products, and build a more inclusive and equitable tech industry for all.

What do you enjoy doing outside of work?

I have some serious hobbies like business consultancy and some lighter ones like tennis. Though I won a tennis tournament in 2024, I still consider myself an amateur player.

Are you enjoying this series and want to know more about life at GoDaddy? Check out our GoDaddy Life social pages! Follow us to meet our team, learn more about our culture (Teams, ERGs, Locations), careers, and so much more. You’re more than just your day job, so come propel your career with us.

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Hummingbird™ is industry-first all-electric land cementing unitSureCONTROL™ Plus interval control valves provide enhanced control, reliabilityAll-electric subsea production system reduces installation costs

FLORENCE, Italy, February 21, 2025 /3BL/ – Baker Hughes, an energy technology company, announced Tuesday three new electrification technologies that will provide enhanced reliability, increased efficiency and reduced emissions for onshore and offshore operations. These technologies, which have implications for both traditional oil and gas and new energy applications, were unveiled at Baker Hughes’ 25th Annual Meeting in Florence, Italy. 

The Hummingbird™ all-electric land cementing unit is an industry-first, 100% electric solution that replaces diesel engines with grid-connected or battery-powered motors. The Hummingbird’s dual-power functionality performs onshore cementing operations with lower emissions and noise levels compared to traditional solutions.  

The use of electronic, rather than hydraulic components, results in lower maintenance costs and requirements while enhancing reliability in the field. Hummingbird is designed to operate in high-pressure situations and is equipped with monitoring and control systems that provide enhanced cement job control and consistency across applications.  

Part of Baker Hughes’ intelligent completions portfolio, SureCONTROL™ Plus interval control valves (ICV) enable electrical remote operations for more efficient zonal control of both subsea and dry tree wells. These ICVs replace numerous hydraulic lines with a single electrical line, simplifying complex installations, reducing rig time and accelerating production while limiting the need for costly interventions. 

SureCONTROL Plus can control a higher number of zones than traditional hydraulic ICVs for enhanced production. The digital telemetry system provides continuous data, which enables improved asset performance management and proactive maintenance of downhole tools.  

Baker Hughes also announced its new all-electric subsea production system, completing the industry’s first fully electric topside-to-downhole solution for offshore operations. This modular system allows for existing tree designs to be seamlessly updated for electric operations, while electro-hydraulic trees currently operating in mature assets can be retrofitted for full electrification. This transition will result in enhanced production control, increased reliability and lower carbon emissions throughout the life of the field. The elimination of hydraulics will also result in reduced cost, time and complexity of subsea installations.

The all-electric subsea production system is designed for shallow and deep-water developments, making it ideal for subsea carbon capture, utilization and storage fields as well as long offset tieback applications.

“Hydrocarbons will remain key sources of global energy for decades, and it is essential that these resources are produced with minimal carbon footprint,” said Amerino Gatti, executive vice president, Oilfield Services & Equipment at Baker Hughes. “By electrifying the production value chain, we can enhance operations to be cleaner, safer and more efficient, while continuing to supply the energy required worldwide.” 

Hummingbird, SureCONTROL Plus and the All-Electric Subsea Production System are available now. 

About Baker Hughes
Baker Hughes (NASDAQ: BKR) is an energy technology company that provides solutions to energy and industrial customers worldwide. Built on a century of experience and conducting business in over 120 countries, our innovative technologies and services are taking energy forward – making it safer, cleaner and more efficient for people and the planet. Visit us at bakerhughes.com.

For more information, please contact:

Media Relations

Brian Reynolds
+1 346-315-6663
brian.reynolds@bakerhughes.com

Abbott

What do you think of when you think about a job in science, technology, engineering and math (STEM)? Beakers, lab experiments and equations on whiteboards probably come to mind.

But not all STEM careers look the same. For every scientist and engineer behind a life-saving technology, there are logistics, marketing, regulatory and legal professionals working alongside them to make sure innovative breakthroughs get to those who need them.

These types of jobs are often overlooked – especially by college students who are just beginning to explore their career options. That’s why Abbott recently collaborated with Prairie View A&M University on a new, one-of-a-kind college course that introduces students to new career paths and helps inspire the next generation of STEM workers.

Exploring the world of medical devices

Abbott began working with Prairie View in 2020. As a top historically Black college for engineering located about 45 miles from Houston, Prairie View educators wanted to provide their students with more real-world learning experiences to help prepare them for the workforce.

Abbott’s world-class expertise in healthcare and neuromodulation facility in nearby Plano, Texas, was a perfect fit for Prairie View’s needs. Abbott’s Plano offices offer on-site summer job opportunities for Prairie View students and advisory support on upper-level courses. But for college students who are just beginning to explore their career options, the team saw an opportunity to create something unique.

“The primary purpose of this course is to expose students to different aspects of the medical device industry and different types of available careers,” said Dr. Jefferey Streator, professor and head of Prairie View’s Department of Mechanical Engineering who oversees the course. “It serves Prairie View’s mission of education while also preparing students for their career.”

For one hour each week, Abbott professionals from a variety of areas within the medical device industry, including research and development, legal, quality assurance, and marketing, volunteer their time to teach students about their specific roles and career paths.

Jordan Michael, a chemical engineering student at Prairie View, enrolled to explore options in health and medicine outside of taking care of patients.

“I always liked biology, and I like to help people,” Michael said. “I didn’t really know what I wanted to do, but I knew I wanted to be in the medical field.”

Through the course, Michael learned about different career options he could pursue with his degree and how STEM principles can be applied in real-world medical settings.

“Learning about how neuromodulation works was super interesting,” Michael said. “It was amazing to see how Abbott is taking initiative to help people with such complex neurological diseases.”

Education through mentorship

Mentorship is another important component of the course. Dr. Yagna Pathak, a medical science manager at Abbott, teaches students about her role in the company and the winding path she took to get there.

“I was a very happy academic, but I saw the opportunity to use my skills to create even more impact on the industry side,” said Pathak, who was working as a post-doc prior to joining Abbott. “The earlier you get exposure to different potential paths that are out there, the more intentional you can be about your own training and growth.”

The feedback on the course has been overwhelmingly positive, said Dr. Streator, who oversees the course each week. Students are engaged, ask questions, and will often follow up with the Abbott employees after the course. Some go on to get even more involved: Michael will begin his internship with Abbott in May.

A sustainable university-industry partnership

The Abbott course at Prairie View is more than just a one-time donation of resources, or a short-term flurry of activity. It’s a sustainable, long-term partnership that can be replicated each year to provide continued benefits to students and, eventually, the STEM workforce at-large.

“We’re dedicated to building strong, sustainable STEM pipelines,” said Bryan Quick, director of talent acquisition at Abbott. “By increasing awareness, informing students about our industry, and helping them build essential connections with professionals in the field, we’re aiming to create a more inclusive and diverse future workforce in the sector.”

This course is one of many educational opportunities available to students around the world. Learn more about our commitment to cultivating a diverse STEM workforce, our internship programs and early career resources.

Private market focus on environmental, social, and governance (ESG) considerations has continued to climb steadily, and 2024 was no exception. Corporate transparency has taken center stage, even as businesses navigate a changing political climate. Private market innovation is creating new areas of opportunity and risk.

As we look ahead, Novata checked in with our Board of Directors and Sustainability Advisory Board for their views on what to expect in 2025. From political and regulatory developments to AI transformations and a strengthened reliance on data, read their takes on the sustainability trends poised to shape the private markets in 2025:

Rosalind Bazany

Partner, Head of ESG and Impact, Antler

“Resilience will define 2025. Amid global instability and eroding trust in institutions, private markets must lead with solutions that withstand uncertainty and strengthen critical systems. My focus is on ‘rounding error companies’—startups using AI, automation, and data insights to solve inefficiencies once deemed too costly or complex, like water wastage, grid inefficiencies, cybersecurity gaps, and healthcare bottlenecks. These companies may lack moonshot allure but are delivering scalable impact, quietly reshaping industries while driving cost savings and sustainability gains.

Resilience isn’t just innovation—it’s trust. Data will frame this trust, serving as both our greatest asset and test. As AI transforms industries and dominates venture flows, data holds immense potential for progress but also risks of misinformation and disinformation. Transparency will ensure data builds confidence, drives progress, and strengthens systems we rely on.

2025 will be a turning point for VCs to leverage data as a powerful asset. Investors must navigate skepticism and demonstrate sustainability drives value. Context-driven, evidence-based approaches will separate leaders from laggards, proving sustainability is key to profitability and resilience.”

Toby Belsom

Director of Guidance, UNPRI

“Private market investors—with longer holding periods, larger relative positions, ability to allocate primary capital and the possibility of board positions—should have long-term value creation at their core. In that context, sustainability and private markets should be highly complementary and, in my view, it is surprising that we have only recently seen sustainability really get on the agenda for LPs, GPs, and management teams at private equity-owned businesses.

In some ways, the private markets represent the most exciting area of innovation in sustainability and capital markets. The launch of new sustainability private markets funds, the development of innovative ways to collect data on businesses, and new stewardship processes to improve sustainability outcomes in private markets are all likely to accelerate in the coming years.”

Allison Binns

Organizational Behavior and Sustainable Investing Expert

“In 2025, we’ll see a change in presidential administration that, in theory, should not augur well for the level of federal support for sustainability initiatives, which are often seen as politically motivated boondoggles of the Left. However, I see this as a pivotal opportunity for sustainability-minded investors to prove the thesis that sustainable investing is just good investing. (After all, would you trust an investor that wants to invest in unsustainable businesses? No.)

Besides, there is growing consensus in the US that the increasing frequency and intensity of extreme weather events due to climate change poses a real threat to the lives of average Americans, in addition to the country’s economic competitiveness and national security. As such, I think we’ll see a decoupling of the conversation around climate change from the political narratives typically associated with it. In a deregulatory environment without federal incentives, I think smart investment dollars will coalesce around scalable, efficient, market-based energy transition solutions that simultaneously address the economic risks of climate change while generating sustainable economic growth.”

Robert Eccles

Visiting Professor of Management Practice, Saïd Business School, University of Oxford

“There are three trends in particular that I will be following: (1) de-globalization, (2) de-regulation, and (3) de-carbonization. There are many forces at work for de-globalization, from likely tariffs in the next Trump administration to the implications of the EU’s Green Deal. The result will be building up local supply chains, which will create opportunities for existing and new companies in the private markets.

In the US, de-regulation will occur in many ways, and this will lower the legal and compliance burdens on private companies for things such as getting permits for new sites. While the US in the Trump administration and the EU are pursuing very different strategies for de-carbonization, in both cases, although more in the US, this will create opportunities for private companies developing a broad range of technologies for clean energy, such as small modular reactors, and for removing carbon in the atmosphere, such as carbon capture storage and utilization companies.”

Mona Sutphen

Partner, Head of Investment Strategies at Vistria

“DEI will continue to drive innovation and contribute to market relevance. The signal in the noise is clear: companies that embrace diversity, equity and inclusion (DEI) in their workplace and in the design and delivery of their products and services will outperform their peers. While we can expect more arguments about whether we like the three words or choose some others, private markets will sustain their focus on driving DEI maturity in mid-sized companies. Why? Because DEI is good business and private enterprises recognize its transformative potential.

As the US population grows increasingly diverse, companies that understand and serve the identities, preferences, and cultural norms of a changing consumer base will set themselves apart. Within organizations, DEI maturity will remain a key driver of innovation, collaboration, and employee morale and retention. In the face of headwinds, 2025 will see more companies choosing their bottom line through inclusive technology, representative advertising, and equitable workplace policies–DEI isn’t just the right thing to do, it’s a smart, future-focused strategy.”

Peter Dunbar

Principal on the Responsible Investing Team, StepStone

“2025 will be a year in which close attention will need to be paid to politics and regulatory developments. I expect those to bring change and uncertainty for investors in private markets as they prepare and adapt. Whether navigating the lack of guidance for GPs in scope for CSRD, weighing the probability of the ‘Omnibus Law’ that could see the EU Taxonomy, CSRD, and CSDDD consolidated, or preparing for California’s climate disclosure regulations.

At StepStone, we’re also closely monitoring developments in AI governance. The technology offers tremendous societal benefits but also presents significant risks—from those already occurring, such as IP infringement, to broader ethical and safety concerns. As these risks evolve, we’ll play our part by being a thought leader and encouraging private market investors to engage on the topic with portfolio companies, allowing for proactive risk management and collaboration.”

John McArthur

Senior Fellow and Director of the Center for Sustainable Development, the Brookings Institution

“While US and European economic policy debates likely grab outsized attention in 2025, one under-appreciated global economic trend is the emergence of consistent sustainability reporting norms and measurement standards across other key geographies. In November 2024, IOSCO issued a statement of support and encouraged the use of ISSA 5000 as the new global reference point for assurance across its 130 jurisdictions. This builds on the organization’s 2023 endorsement of ISSB’s IFRS F1 and IFRS S2 financial disclosures standards.

Brazil was the first country to adopt the two ISSB standards for public companies, requiring reasonable assurance as of 2026. In 2025, Brazil will host the COP30 global climate summit in Belem, where issues of private finance are likely to be high on the agenda. Meanwhile, G20 countries as diverse as Canada, China, Japan, Mexico, and South Korea are in various stages of exploring related disclosure and reporting standards. Over the coming year, I’ll be watching to see which influential economies take further practical steps toward common global approaches. While many official deliberations prioritize public markets, convergence in reporting and measurement norms increases the odds that private markets reap benefits through alignment, even if on a voluntary basis.”

Lorraine Spradley Wilson

Founder and Managing Partner, Blue Horizon

“We are in a period of escalating geopolitical risks and rapid technological advancements. My focus is on how these changes impact sustainability commitments, emerging technologies, and ways of working.

The incoming US administration plans to ease regulatory constraints. In the US, sustainability initiatives have generally succeeded due to commitments between GPs and LPs. Meanwhile, the European Commission is simplifying sustainability reporting requirements, reducing overlapping requirements. Whether disclosure is mandated or not, climate change represents a significant geopolitical risk, and in 2025 companies will need to determine the right way to quantify this risk in the regions where they operate.

Technological developments across manufacturing, software, and energy are attracting private investment due to their growth potential. This trend will continue, driving digital transformation, efficiency, and competitiveness. As AI becomes more integrated across industries, private markets will play a crucial role in ensuring the responsible use of AI.”

Margot Brandenburg

Senior Program Officer, Ford Foundation

“As a New Yorker, I feel compelled to invoke Yogi Berra: ‘it’s tough to make predictions, especially about the future.’ We are living in an era of intense polarization and conflicting cross-currents, which complicate efforts to predict how the practice of sustainability will unfold over the coming year. With that caveat, here are a few educated guesses:

A high likelihood of deregulation in the US, combined with low levels of institutional trust, will put a higher premium on transparent and verifiable data about the sustainability performance of companies and funds.Given record high levels of economic anxiety and record low levels of trust in institutions, companies that provide quality jobs and positive workplace cultures will attract and retain needed talent. Research shows that when employees feel (and ideally have) a stake in their company’s success, companies realize the greatest ROI on human capital.The enormous and growing physical threats from extreme weather events will continue to drive investor and popular awareness of climate change as a systemic risk. Combined with continued increases to insurance premiums, companies will have both a mandate and economic incentive to invest in resilience.

Read more insights in Novata’s Resource Library.

NEW YORK and MUMBAI, India, February 20, 2025 /3BL/ – Tata Consultancy Services (TCS) (BSE: 532540, NSE: TCS), a global leader in IT services, consulting, and business solutions, has been included in Fortune® Magazine’s 2025 list of the World’s Most Admired CompaniesTM. This recognition underscores TCS’ ability to deliver long-term value through client-focused innovation, foster a strong, people-first culture, and advance its AI and next-generation capabilities.

Widely regarded as a benchmark for corporate reputation, the Fortune® World’s Most Admired CompaniesTM list is based on a comprehensive survey of more than 3,300 top executives and directors from eligible companies, as well as financial analysts, who evaluated 650 companies across industries. For over two decades, Fortune has partnered with Korn Ferry, a global organizational consulting firm, to compile the annual ranking. Organizations are assessed on key attributes such as innovation, effectiveness in conducting business globally, ability to attract, develop and retain talent, and responsibility to the community and environment.

Alyson Shontell, Fortune Editor in Chief, said, “Fortune is proud to recognize all the companies on this year’s World’s Most Admired Companies list. Their ability to consistently earn this recognition is truly impressive and a testament to their high standards, resilience, and vision in a challenging global business environment.”

A key factor behind this success is the TCS Pace™ innovation ecosystem, which uses TCS’ unique methodologies, global insights, research, intellectual property, and its Co-Innovation NetworkTM(COIN™), which brings together clients, partners, startups, and academia to co-develop next-generation solutions. The recent expansion of TCS Pace Port™ centers in London, Paris, and Stockholm; taking the total number of facilities to 12; further strengthens this collaborative approach, accelerating breakthroughs in AI, robotics, and emerging technologies.

Amit Bajaj, President, North America, TCS, said, “This recognition underscores TCS’ commitment to innovation and client-centricity, ability to attract and retain top talent, and proven track record of enabling high-value business transformation for our customers. As businesses face constant disruption, we empower them to become perpetually adaptive enterprises, helping them harness technology to drive long-term growth and resilience.”

Beyond digital innovation, TCS is driving sustainability through initiatives such as digital twin technology, which helps reduce carbon emissions in industrial and commercial operations. Its collaboration with Rolls-Royce in developing the world’s first hydrogen-powered aircraft engine reinforces its commitment to building a more sustainable future.

In an era marked by rapid technological shifts, supply chain disruptions, evolving consumer expectations, businesses must continuously innovate and adapt to stay ahead. TCS partners with leading enterprises to navigate these complexities, leveraging cutting-edge digital solutions in AI, cloud, cybersecurity, automation, and advanced computing to drive growth and resilience. Its recognition on Fortune’s list, alongside many of its clients, underscores its role as a strategic enabler of business transformation.

TCS’ recognition also highlights its commitment to a people-first approach. This year, TCS achieved a significant milestone by receiving its first-ever Enterprise-Wide Top Employer Certification from the Top Employers Institute, a global authority on excellence in people practices. This prestigious honor is awarded to a select few organizations that demonstrate consistent excellence in workplace practices across all key regions. Additionally, TCS was named a Global Top Employer for 2025, marking a decade of receiving this distinction. This strong foundation enables TCS to attract and retain top talent while ensuring that its workforce remains a key driver of innovation and business success. The organization places a strong emphasis on employee satisfaction and is committed to building an AI-ready workforce through skilling initiatives.

TCS’ leadership in IT services has been consistently recognized by industry analysts and market rankings. Earlier this year, the organization’s brand value surpassed $20 billion, making it only the second global IT services company to achieve this milestone, according to Brand Finance’s 2025 IT Services Rankings.

About Tata Consultancy Services (TCS)

Tata Consultancy Services is an IT services, consulting and business solutions organization that has been partnering with many of the world’s largest businesses in their transformation journeys for over 56 years. Its consulting-led, cognitive powered, portfolio of business, technology and engineering services and solutions is delivered through its unique Location Independent Agile™ delivery model, recognized as a benchmark of excellence in software development.

A part of the Tata group, India’s largest multinational business group, TCS has over 607,000 of the world’s best-trained consultants in 55 countries. The company generated consolidated revenues of US $29 billion in the fiscal year ended March 31, 2024, and is listed on the BSE and the NSE in India. TCS’ proactive stance on climate change and award-winning work with communities across the world have earned it a place in leading sustainability indices such as the MSCI Global Sustainability Index and the FTSE4Good Emerging Index. For more information, visit www.tcs.com.

TCS media contacts:

Corporate Communication & IndiaEmail: corporate.communications@tcs.comEmail: saxena.kritika@tcs.com| Phone: +91 22 6778 9999Email: kimberly.solomon@tcs.com | Phone: +91 22 6778 9098Asia PacificEmail: y.tham@tcs.com | Phone: +65 9270 4560Australia and New ZealandEmail: kelly.ryan@tcs.com | Phone: +61 422 989 682CanadaEmail: tiffany.fisher@tcs.com | Phone: +1 416-999-2140EuropeEmail: roland.bagen@tcs.com | Phone: +46 70 3178024Middle East & AfricaEmail: pragya.priyadarshini@tcs.com | Phone: +971 528656700JapanEmail: douglas.foote@tcs.com | Phone: +81 80-2115-0989Latin AmericaEmail: alma.leal@tcs.com | Phone: +521 55 2095 6098UKEmail: t.doherty@tcs.com | Phone: +44(0)7759396160USAEmail: james.sciales@tcs.com | Phone: +1 917 981 7651

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International Olympic Committee news

In December 2023, the IOC President and Chair of the ORF Board, Thomas Bach, addressed heads of state, ambassadors, refugees and the wider humanitarian sector at the Global Refugee Forum to present the Multi-Stakeholder Pledge on Sport for Inclusion and Protection.

At the time, President Bach highlighted the Pledge’s focus: “The message of our pledge is clear: sport is supporting displaced people around the world.”

Since then, the extent to which sport is supporting displaced people has become even clearer. Some 143 entities have made commitments to the Sport Pledge, and this has collectively resulted in more than 445,000 people affected by displacement having been supported through sport. Commitments have so far been implemented in 82 countries, and more than 2,000 clubs, organisations or initiatives have been supported to help extend access to displaced people since January.

Addressing the Forum in Geneva at the time, the IOC President highlighted why the reach and impact of this Pledge is important: “With far too many wars and conflicts displacing millions of people on a scale we have never seen before, this power of sport has never been more important. Sport is a low-cost, high-impact tool, especially for displaced young people, to find belonging; to empower them; to rebuild their lives and to shape their own future.”

Around the world, more than 100 sporting spaces have been newly created or refurbished, giving access to sport to more than 120,000 people of the 445,000 supported thanks to pledging entities.

A team effort

The extent and reach of sport to support communities affected by displacement are a result of a growing movement by organisations from across the sports ecosystem. It is increasingly clear that this is work that takes place through multi-sectoral partnerships.

This growing movement is brought together under the umbrella of the Sport for Refugees Coalition, which also functions to create linkages and find synergies between member organisations. Of the pledging entities, 54 per cent are now collaborating with other members of the Sport for Refugees Coalition to deliver their work. Even more impressively, 70 per cent of organisations are implementing pledges in collaboration with other organisations.

The Olympic Movement has contributed significantly to this work, with 33 National Olympic Committees (NOCs) and NOC continental associations having made commitments to the pledge, and 24 International and National Federations.

The work to ensure that every person affected by displacement can access and benefit from sport requires a team effort – a multi-sectoral approach bringing together the unique skill sets of organisations and actors working across different spaces and professions. As a co-convenor of the Sport for Refugees Coalition, the ORF is working to shape a movement that ensures young people affected by displacement thrive through sport.