Tag: 3BL

Originally published on GoDaddy Resource Library

By Jared Sine, Chief Legal and Strategy Officer, GoDaddy

Every year as we prepare GoDaddy’s Global Stakeholder Impact Report, we ask a simple question:

Are we achieving our purpose to make opportunity more inclusive for all?

This year’s report highlights a key point: inclusion isn’t just an afterthought for GoDaddy, which exists to help small businesses and entrepreneurs launch and grow their ventures; it plays an integral part in how we put our purpose into action. It’s woven into the systems we create, the products we deliver and how we engage with our customers.

Not all entrepreneurs resemble the conventional founder

Consider inclusive entrepreneurship.

It’s easy to say anyone can start a business; it’s harder to build the infrastructure that makes it true.

Surveying more than 40,000 small business owners through GoDaddy’s Small Business Research Lab, we see microbusinesses rising as a powerful force in the global economy, and many founders depend on their ventures for meaningful income and household stability.

That’s why community impact programs like GoDaddy Empower help more people get the tools and training to succeed, expanding opportunity across the digital economy.

Through GoDaddy Empower, we provide access to domains, websites, education and funding when it matters most. For some founders, that support enables a first step. For others, it’s the difference between an idea staying on paper and becoming a sustainable livelihood.

In 2025, we invested more than $2.7 million through GoDaddy Empower to support emerging entrepreneurs and innovators. Our ambition is simple: expand access to opportunity so more people can shape their own pathways to success.

Technology should remove friction, not create it

A key theme in this year’s report is our perspective on technology, particularly artificial intelligence. There are legitimate risks and growing public concern that emerging technologies could introduce new forms of friction, including bias, misuse and the potential to exacerbate societal divides.

At GoDaddy, our focus is on using technology to do the opposite, removing barriers, broadening access and leveling the playing field so more entrepreneurs can participate and succeed.

GoDaddy’s AI-powered tools allow entrepreneurs to go from idea to an online presence in minutes, building websites and software tools, generating content and launching businesses without any technical expertise.

Additionally, we are actively investing in open standards like Agent Name Service (ANS) to help ensure the future of the internet remains an open and accessible hub of innovation, rather than controlled by a select few. Open standards for agent identity and discovery help ensure that AI agents can work across borders, platforms and legal regimes, offering reliable performance and auditability. 

Achieving inclusion at scale requires more than just innovative tools; it necessitates systems rooted in openness and trust.

Inclusion starts from within organizations

To develop products that meet the needs of a global customer base, it is essential that teams reflect the world and communities they serve. For this reason, GoDaddy continues to publicly share its workforce demographic and pay data. In 2025, we once again achieved global gender pay parity (equal pay within a few cents on either side of the dollar), as well as race and ethnicity pay parity within the United States.

This transparency is fundamental to building trust among our stakeholders, both internally and externally. When individuals have confidence in the systems they work within, they are more likely to succeed individually, contribute thoughtfully and innovate uniquely.

Ultimately, this leads to enhanced customer experiences and improved outcomes.

Sustainability is a proven business development strategy

The term “sustainability” often brings environmental efforts to mind. Those matter, and we’re making progress there, including maintaining approximately 88% reduction in Scope 1 and 2 (market-based) emissions from our 2019 baseline.

But sustainability, in practice, is broader: it is shaped by responsible governance, strengthened through data protection, advanced by trustworthy AI, grounded in employee support and realized through long-term economic participation. These elements drive customer trust, enable innovation and support durable growth. It’s why our approach is built on four pillars – Customers & Communities, People & Culture, Responsible Governance & Operations, and Environmental Impact – linked by technology to create long-term value.

Inclusive opportunity enables trust in technology 

The internet has always been a platform for possibilities. The next phase, shaped by AI, automation and new forms of digital identity, will either maintain open access or concentrate it.

Our responsibility is to help ensure access remains open for all.

That’s what this year’s Global Stakeholder Impact Report is about. Not just what we’ve done, but how we’re building for what comes next.

We invite you to explore the 2025 report for yourself. Download HERE.

By Kristen Coco

Across global markets, a profound shift is underway as investors, regulators and companies seek clearer, more credible ways to demonstrate progress on social sustainability.

Enter IWBI’s Sustainable Finance Leader Profiles, which highlight organizations that are actively shaping this emerging landscape — pairing ambition with measurable action. Each profile is designed to illuminate how these organizations translate regulatory expectations, global norms and market signals into practical implementation — from entity-level governance and cross-sector collaboration to fund and asset-level strategies and performance. Together, they demonstrate the expanding role of health, well-being, equity and social outcomes in propelling resilience and long-term value creation.

Now introducing our first leader profile, featuring the UN Global Compact Network USA. The U.S. chapter of the world’s largest corporate sustainability initiative, Network USA exemplifies the practical implementation of social sustainability principles, demonstrating how global norms and market signals are translated into on-the-ground action. The profile distills Network USA’s comprehensive approach to supporting companies to embed social sustainability across investment, financing and broader market education efforts. By championing people-centered strategies, the UN Global Compact Network USA showcases the benefits of social sustainability, from driving resilience and mitigating risk to creating long-term value for stakeholders and society alike.

Their work – rooted in the Ten Principles of the UN Global Compact and the Sustainable Development Goals (SDGs) – is a testament to the powerful synergy between corporate sustainability and human performance, and provides a powerful framework for U.S. businesses. The UN Global Compact Network USA leader profile specifically outlines how they guide companies in establishing governance structures and financing mechanisms that embed social impact—moving beyond philanthropic initiatives to make social value a core business mandate. For the sustainable finance community, the profile offers real-world examples of translating regulatory expectations—like those related to human rights due diligence and social disclosure—into practical reporting and investment criteria.

UN Global Compact Network USA’s leadership provides a powerful narrative for how social sustainability can be effectively embedded across all investment, financing and market education efforts. Click here to read the full leader profile.

IWBI’s Sustainable Finance Leader Profiles feature leading international organizations, real estate companies, financial institutions and public-sector partners that are integrating people-centered strategies into their core business, investment, and financing practices. By sharing real-world examples of how social sustainability can be embedded across investment, financing and broader market education efforts, IWBI aims to accelerate alignment, elevate best practices and strengthen the global dialogue around social sustainability. To stay up-to-date as more organizations contribute their experiences, visit our living library here.

View original content here.

PALM SPRINGS, Calif., April 24, 2026 /3BL/ – Last night, Engage for Good announced the winners of the 2026 Halo Awards, recognizing 28 gold and silver recipients across 14 categories for outstanding corporate–nonprofit partnerships that delivered measurable social impact in 2025. The winners were honored at the Halo Awards Gala, held during the Engage for Good Conference.

Leading this year’s class as Best of the Best is FedEx and Orbis International for Delivering Sight Worldwide. The long-running global health logistics partnership restored and protected sight for patients in underserved communities around the world.

“The campaigns in this year’s Halo Award class didn’t happen in a vacuum,” said Engage for Good CEO Muneer Panjwani. “They happened during a year of real pressure, budget cuts, political headwinds, and a lot of noise about whether this kind of work still has a place at the table. And these gold and silver Halo winners proved that this work is still impactful and transformative for communities and businesses. What strikes me every year, and this year more than most, is that the best partnerships aren’t just rigorous. They’re also joyful. There’s something genuinely alive in the work when a company and a nonprofit find each other and decide to build something real together. We are so proud to celebrate their work.”

2026 Halo Award Winners

Best Advocacy or Policy Initiative

• Gold: GAMUT Seal of Approval (Gamut Management + Runway of Dreams)
• Silver: The Health in Action Collaborative (Sanofi + National Association of Community Health Workers + NationSwell)

Best Cause Marketing Initiative

• Gold: American Airlines Raises $5 Million for Stand Up To Cancer (American Airlines + Stand Up To Cancer)
• Silver: ON HOLD (Meals On Wheels America + Public INC)

Best Cause Product Initiative

• Gold: Barbie’s First Barbie Doll with Type 1 Diabetes (Mattel + Breakthrough T1D (formerly JDRF))
• Silver: Get a Glove, Give a Glove (Wilson Sporting Goods + Pitch In For Baseball & Softball)

Best DEIB Initiative

• Gold: Black Girls Code Reimagined (Pastilla Inc. + Black Girls Code)
• Silver: Black Joy (UGG + The Loveland Foundation)

Best Direct Service Initiative

• Gold: Angel Foundation’s Financial Care Program (Ameriprise Financial + Angel Foundation)
• Silver: Crisis and Connectivity (Cisco Systems + USA for UNHCR)

Best Education Initiative

• Gold: Building Bridges: Restoring Futures in Ukraine (Infosys + Street Child US)
• Silver: Impact360 (ScanSource, Inc. + Public Education Partners + Greenville County Schools)

Best Emergency/Disaster Response Initiative

• Gold: LA Wildfire Relief (PayPal/Venmo + LA Fire Department Foundation + World Central Kitchen + GoFundMe.org)
• Silver: Good Leads the Way (United Airlines + Airlink)

Best Employee Engagement Initiative

• Gold: SERVING WITH LOVE® Resource Rally Tour (Popeyes Foundation + Feed the Children)
• Silver: Dream It Real (Coach Foundation + The Opportunity Network + Bottom Line)

Best Food Insecurity Initiative

• Gold: Food As Medicine 3.0 (Elevance Health Foundation + Feeding America)
• Silver: A Million Meals and Beyond (Once Upon a Farm + Save the Children)

Best Gender & LGBTQ Equality Initiative

• Gold: Mattress Firm and the National Women’s Shelter Network’s Safe Shelter Saves Lives (Mattress Firm + National Women’s Shelter Network)
• Silver: Stand Up Against Street Harassment (L’Oréal Paris + Right To Be)

Best Local-Impact Initiative

• Gold: Full Futures: A School Nutrition Partnership (The Campbell’s Company + Alliance for a Healthier Generation)
• Silver: Partner-Inspired Giving: The Starbucks Foundation’s Neighborhood Grants (Starbucks Coffee Company)

Best Mental or Physical Health Initiative

• Gold: Body Appreciation Badges (Flamingo (Mammoth Brands) + Girl Scouts of the USA)
• Silver: Delivering Sight Worldwide (FedEx + Orbis International)

Best Point of Sale Initiative

• Gold: One Curly Fry at a Time (Jack in the Box + No Kid Hungry)
• Silver: Lyft Round Up & Donate for Goodwill (Lyft + Goodwill Industries International)

Best Sustainability or Conservation Initiative

• Gold: Bring Coral into Focus (Samsung + Seatrees)
• Silver: Take Back (Stanley 1913 + Ocean Conservancy)

Best Technology for Good Initiative

• Gold: Global Cleft Care (Dentsply Sirona + Smile Train + FDI World Dental Federation)
• Silver: Secure it Forward (Yubico + Defending Digital Campaigns + Civil Rights Defenders + Article 19)

Additional 2026 Honorees

Earlier this month Mattel, Inc. was named Corporation of the Year and Keep America Beautiful was named Nonprofit of the Year. For the first time, Engage for Good also recognized three individual leaders this year:

• Lifetime Achievement Award: Carol Cone
• Impact Leader of the Year: Karen Little, PayPal
• Emerging Leader of the Year: Jorge Alvarez, Active Minds

About The Halo Awards

Now in its 24th year, The Halo Awards are the social impact sector’s longest-running recognition of excellence in corporate–nonprofit partnerships. This year’s Halo Awards sponsors include: TikTok, Goodstack, Upworthy, and Submittable. Past awardees include Google, Procter & Gamble, Big Brothers Big Sisters, Macy’s, The Trevor Project, and more. Learn more at engageforgood.com.

Key points

• Optimism exists for the future of health care
• Survey highlights opportunities to deepen trust across the provider-payer relationship
• Friction points remain, with administrative burden cited as top challenge

HARTFORD, Conn., April 20, 2026 /3BL/ – Aetna®, a CVS Health® company (NYSE: CVS) announced research findings from the inaugural Aetna Provider Survey, a quarterly study that polls a representative sample of the U.S. provider market to better understand their perceptions, opportunities, and challenges today and into the future. This survey series is intended to solicit timely, objective feedback from the U.S. provider market so we can identify opportunities to change the provider-payer dynamic and deepen trust over time.

The findings show optimism for the future, with a majority (60%) of respondents who believe the health care system will become less burdensome in the next five years. The study also revealed an average provider-payer trust score of more than 50%, demonstrating momentum as well as areas for improvement.

While more than four in ten (44%) of respondents agree their current payers prioritize patient well-being and give clear coverage information, only 36% think payers consistently deliver on their promises. When asked the single action payers could take to address their challenges, providers cited helping patients navigate the system (26%) as the top action.

“Our industry is at an inflection point and, now more than ever, building trusted provider-payer relationships is critical to achieving our shared goals. At Aetna, we know there is more work ahead and I’m proud of the bold steps we have taken to help our provider partners, medical professionals and those they care for better navigate the health care system,” said Steve Nelson, Executive Vice President and President of Aetna. “This survey is one of many ways Aetna engages with those we serve, understanding their priorities and pain points so we can remove friction from the health care system.”

From an industry perspective, respondents were asked to choose one thing they would change about the health care system today, with the top three answers below.

• Reduce administrative burden (26%)
• Improve access to care for all patients (21%)
• Simplify insurance processes (17%)

Prior Authorization has a role, but needs to be simplified

Most providers (65%) agree prior authorization has a role to play in the health care system, with the top three benefits cited as assessing medical need (33%), ensuring financial accountability (27%), and reducing low-value care (19%)

Aetna continues to lead the industry in simplifying Prior Authorization, with the fewest medical services subject to prior authorization. Today, of eligible prior authorizations, more than 95% are approved within 24 hours. Aetna has a target of more than 80% of electronic prior authorizations executed in real-time by year end 2026.

Operational excellence is enabled by technology and AI

Survey respondents cited access to patient care and complex insurance processes as pain points and also identified AI as being a part of the solution. Over half (52%) of providers are confident that AI will help improve the health care system by simplifying and accelerating administrative processes. The majority of respondents (57%) also believe access to healthcare will become more equitable in the next five years.

Aetna continues to create and integrate AI and digitally enabled solutions to help members better access and navigate the health care system through their channel of choice. Aetna Care Paths, available on the Aetna Health app, provides personalized care recommendations.

Aetna is also leveraging technology to achieve operational excellence across the business. As an example, Aetna leveraged technology to automate more than one million incoming provider calls focused on prior authorization requirements and status in 2025. As a company policy, Aetna does not use AI to deny prior authorization claims.

Optimism for the future

Looking ahead, there is industry optimism. Over the next five years, three in four providers believe the patient experience will improve and more than half (52%) believe that health care will become easier for patients to navigate.

An overwhelming majority (87%) agree that advances in technology will lead to better health outcomes over the next five years. And, 76% reported that technology is a top three investment priority for their organization over the next three years.

Survey Methodology

The national study was conducted in Q1 2026 by Morning Consult, a global decision intelligence company. The survey polled a representative sample of U.S. providers comprised of 827 participants, including hospital system executives, physicians, nurses, pharmacists, and health IT leaders (CTO/CIOs) nationwide. The overall margin of error is ±3 percentage points.

About Aetna

Aetna, a CVS Health business, serves an estimated 37 million people with information and resources to help them make better informed decisions about their health care. Aetna offers a broad range of traditional, voluntary and consumer-directed health insurance products and related services, including medical, pharmacy, dental and behavioral health plans, and medical management capabilities, Medicaid health care management services, workers’ compensation administrative services and health information technology products and services. Aetna’s customers include employer groups, individuals, college students, part-time and hourly workers, health plans, health care professionals, governmental units, government-sponsored plans, labor groups and expatriates. For more information, visit Aetna.com (e.g., clinical diagnoses, eligibility criteria, participation in a disease state management program).

About CVS Health

CVS Health is a leading health solutions company building a world of health around every consumer, wherever they are. As of December 31, 2025, the Company had approximately 9,000 retail pharmacy locations, more than 1,000 walk-in and primary care medical clinics and a leading pharmacy benefits manager with approximately 87 million plan members. The Company also serves an estimated more than 37 million people through traditional, voluntary and consumer-directed health insurance products and related services, including highly rated Medicare Advantage offerings and a leading standalone Medicare Part D prescription drug plan. The Company’s integrated model uses personalized, technology driven services to connect people to simply better health, increasing access to quality care, delivering better outcomes, and lowering overall costs.

Media Contact

Phil Blando
Phillip.Blando@CVSHealth.com

Key points

• Optimism exists for the future of health care
• Survey highlights opportunities to deepen trust across the provider-payer relationship
• Friction points remain, with administrative burden cited as top challenge

HARTFORD, Conn., April 20, 2026 /3BL/ – Aetna®, a CVS Health® company (NYSE: CVS) announced research findings from the inaugural Aetna Provider Survey, a quarterly study that polls a representative sample of the U.S. provider market to better understand their perceptions, opportunities, and challenges today and into the future. This survey series is intended to solicit timely, objective feedback from the U.S. provider market so we can identify opportunities to change the provider-payer dynamic and deepen trust over time.

The findings show optimism for the future, with a majority (60%) of respondents who believe the health care system will become less burdensome in the next five years. The study also revealed an average provider-payer trust score of more than 50%, demonstrating momentum as well as areas for improvement.

While more than four in ten (44%) of respondents agree their current payers prioritize patient well-being and give clear coverage information, only 36% think payers consistently deliver on their promises. When asked the single action payers could take to address their challenges, providers cited helping patients navigate the system (26%) as the top action.

“Our industry is at an inflection point and, now more than ever, building trusted provider-payer relationships is critical to achieving our shared goals. At Aetna, we know there is more work ahead and I’m proud of the bold steps we have taken to help our provider partners, medical professionals and those they care for better navigate the health care system,” said Steve Nelson, Executive Vice President and President of Aetna. “This survey is one of many ways Aetna engages with those we serve, understanding their priorities and pain points so we can remove friction from the health care system.”

From an industry perspective, respondents were asked to choose one thing they would change about the health care system today, with the top three answers below.

• Reduce administrative burden (26%)
• Improve access to care for all patients (21%)
• Simplify insurance processes (17%)

Prior Authorization has a role, but needs to be simplified

Most providers (65%) agree prior authorization has a role to play in the health care system, with the top three benefits cited as assessing medical need (33%), ensuring financial accountability (27%), and reducing low-value care (19%)

Aetna continues to lead the industry in simplifying Prior Authorization, with the fewest medical services subject to prior authorization. Today, of eligible prior authorizations, more than 95% are approved within 24 hours. Aetna has a target of more than 80% of electronic prior authorizations executed in real-time by year end 2026.

Operational excellence is enabled by technology and AI

Survey respondents cited access to patient care and complex insurance processes as pain points and also identified AI as being a part of the solution. Over half (52%) of providers are confident that AI will help improve the health care system by simplifying and accelerating administrative processes. The majority of respondents (57%) also believe access to healthcare will become more equitable in the next five years.

Aetna continues to create and integrate AI and digitally enabled solutions to help members better access and navigate the health care system through their channel of choice. Aetna Care Paths, available on the Aetna Health app, provides personalized care recommendations.

Aetna is also leveraging technology to achieve operational excellence across the business. As an example, Aetna leveraged technology to automate more than one million incoming provider calls focused on prior authorization requirements and status in 2025. As a company policy, Aetna does not use AI to deny prior authorization claims.

Optimism for the future

Looking ahead, there is industry optimism. Over the next five years, three in four providers believe the patient experience will improve and more than half (52%) believe that health care will become easier for patients to navigate.

An overwhelming majority (87%) agree that advances in technology will lead to better health outcomes over the next five years. And, 76% reported that technology is a top three investment priority for their organization over the next three years.

Survey Methodology

The national study was conducted in Q1 2026 by Morning Consult, a global decision intelligence company. The survey polled a representative sample of U.S. providers comprised of 827 participants, including hospital system executives, physicians, nurses, pharmacists, and health IT leaders (CTO/CIOs) nationwide. The overall margin of error is ±3 percentage points.

About Aetna

Aetna, a CVS Health business, serves an estimated 37 million people with information and resources to help them make better informed decisions about their health care. Aetna offers a broad range of traditional, voluntary and consumer-directed health insurance products and related services, including medical, pharmacy, dental and behavioral health plans, and medical management capabilities, Medicaid health care management services, workers’ compensation administrative services and health information technology products and services. Aetna’s customers include employer groups, individuals, college students, part-time and hourly workers, health plans, health care professionals, governmental units, government-sponsored plans, labor groups and expatriates. For more information, visit Aetna.com (e.g., clinical diagnoses, eligibility criteria, participation in a disease state management program).

About CVS Health

CVS Health is a leading health solutions company building a world of health around every consumer, wherever they are. As of December 31, 2025, the Company had approximately 9,000 retail pharmacy locations, more than 1,000 walk-in and primary care medical clinics and a leading pharmacy benefits manager with approximately 87 million plan members. The Company also serves an estimated more than 37 million people through traditional, voluntary and consumer-directed health insurance products and related services, including highly rated Medicare Advantage offerings and a leading standalone Medicare Part D prescription drug plan. The Company’s integrated model uses personalized, technology driven services to connect people to simply better health, increasing access to quality care, delivering better outcomes, and lowering overall costs.

Media Contact

Phil Blando
Phillip.Blando@CVSHealth.com

The Chemours Chambers Works site recently achieved recertification under the WHC Conservation Certification® powered by Tandem Global, reflecting more than three decades of environmental stewardship.

The only voluntary sustainability standard designed specifically for broad-based biodiversity enhancement and conservation education on corporate lands, the WHC Conservation Certification® acknowledges sustained progress in biodiversity protection, habitat management, and responsible site operations. This milestone underscores Chambers Works’ focus on operational excellence, responsible manufacturing, and environmental initiatives.

At Chambers Works, environmental programs extend beyond certification requirements and are embedded into daily operations. The recertification reflects consistent performance and employee engagement in efforts that support local ecosystems and wildlife.

Protecting and Monitoring Local Wildlife

A key component of Chambers Works’ environmental efforts is its active monitoring and protection of bird species that rely on the site’s habitats. Regular observations and documentation efforts have identified 198 native and migratory birds, including American kestrels, osprey, and bald eagles. These species serve as important indicators of ecosystem health and biodiversity at the site.

Through structured wildlife observation and habitat awareness initiatives, Chambers Works supports conditions that allow these species to thrive while ensuring that site activities are managed responsibly. 

^{Osprey nest. Nest monitoring in partnership with NJ Fish and Wildlife and Conserve Wildlife Foundation of NJ.}

^{Eagle nest. Nest monitoring in partnership with NJ Fish and Wildlife and Conserve Wildlife Foundation of NJ.}

^Bobolink

A Culture of Continuous Improvement

Achieving WHC Conservation Certification® reflects a culture of accountability and continuous improvement at Chambers Works. Teams regularly evaluate environmental practices, identify opportunities to enhance habitat quality, and ensure compliance with applicable standards and internal expectations. These efforts are supported by employee participation and cross-functional collaboration across the site.

Advancing Chemours’ Sustainability Commitments

Chambers Works’ efforts support Chemours’ enterprise-wide sustainability goals by protecting natural resources and strengthening trust within the surrounding community. The site’s biodiversity initiatives contribute to broader environmental performance while reinforcing Chemours’ commitment to stewardship and transparency.

Looking ahead, Chambers Works will continue building on this foundation by enhancing programs, deepening engagement, and supporting measurable improvements to wildlife habitats. 

The Chemours Chambers Works site recently achieved recertification under the WHC Conservation Certification® powered by Tandem Global, reflecting more than three decades of environmental stewardship.

The only voluntary sustainability standard designed specifically for broad-based biodiversity enhancement and conservation education on corporate lands, the WHC Conservation Certification® acknowledges sustained progress in biodiversity protection, habitat management, and responsible site operations. This milestone underscores Chambers Works’ focus on operational excellence, responsible manufacturing, and environmental initiatives.

At Chambers Works, environmental programs extend beyond certification requirements and are embedded into daily operations. The recertification reflects consistent performance and employee engagement in efforts that support local ecosystems and wildlife.

Protecting and Monitoring Local Wildlife

A key component of Chambers Works’ environmental efforts is its active monitoring and protection of bird species that rely on the site’s habitats. Regular observations and documentation efforts have identified 198 native and migratory birds, including American kestrels, osprey, and bald eagles. These species serve as important indicators of ecosystem health and biodiversity at the site.

Through structured wildlife observation and habitat awareness initiatives, Chambers Works supports conditions that allow these species to thrive while ensuring that site activities are managed responsibly. 

^{Osprey nest. Nest monitoring in partnership with NJ Fish and Wildlife and Conserve Wildlife Foundation of NJ.}

^{Eagle nest. Nest monitoring in partnership with NJ Fish and Wildlife and Conserve Wildlife Foundation of NJ.}

^Bobolink

A Culture of Continuous Improvement

Achieving WHC Conservation Certification® reflects a culture of accountability and continuous improvement at Chambers Works. Teams regularly evaluate environmental practices, identify opportunities to enhance habitat quality, and ensure compliance with applicable standards and internal expectations. These efforts are supported by employee participation and cross-functional collaboration across the site.

Advancing Chemours’ Sustainability Commitments

Chambers Works’ efforts support Chemours’ enterprise-wide sustainability goals by protecting natural resources and strengthening trust within the surrounding community. The site’s biodiversity initiatives contribute to broader environmental performance while reinforcing Chemours’ commitment to stewardship and transparency.

Looking ahead, Chambers Works will continue building on this foundation by enhancing programs, deepening engagement, and supporting measurable improvements to wildlife habitats. 

ISO 14001 has officially been updated as of April 2026. The revision introduces several important updates that reflect how environmental and business expectations have evolved over the past decade.

For organizations already aligned to ISO 14001:2015, this update focuses less on rebuilding your system and more on reviewing, strengthening, and formalizing key elements, particularly those related to context, risk, and change management.

Changes in ISO 14001:2026

Organizational Context and Environmental Conditions (Clause 4)

What changed:

The 2026 revision places a stronger emphasis on understanding external environmental conditions. It now explicitly references topics such as climate change, biodiversity, and resource availability when determining organizational context and stakeholder expectations. It also reinforces the need to evaluate how stakeholder needs and expectations relate to these conditions.

What this means for your organization:

Organizations should revisit how they define context and identify interested parties to ensure:

• Environmental conditions (e.g., climate, resources) are considered where relevant
• Stakeholder expectations tied to these conditions are evaluated
• Any resulting requirements are clearly incorporated into the system

 

Leadership and Integration with Business Processes (Clause 5)

What changed:

Alignment between the environmental management system (EMS) and organizational strategy is not new, but the 2026 revision reinforces this linkage through clearer connections to context (Clause 4), stakeholder expectations, and risk-based planning (Clause 6).

What this means for your organization:

Organizations should confirm that:

• Environmental objectives are aligned with broader business direction
• EMS requirements are integrated into core business processes
• Leadership roles and accountability are clearly defined and understood

 

Planning (Risks, Aspects, and Change Management) (Clause 6)

What changed:

Several important updates occurred within Clause 6:

• Risks and opportunities are now a distinct step (Clause 6.1.4), clarifying expectations around how they are identified and addressed
• These risks and opportunities must consider not only environmental aspects and compliance obligations, but also organizational context and stakeholder expectations
• Environmental aspects should account for impacts during both planned changes and potential emergency situations
• A new Clause 6.3 introduces a formal requirement to plan and manage changes that affect the environmental management system

What this means for your organization:

Organizations should review and refine their planning processes to ensure they:

• Consider risks and opportunities beyond traditional aspect-impact significance and compliance alone
• Reflect broader context and external environmental conditions where relevant
• Link risks and opportunities to actions and objectives

In addition, organizations should have a repeatable and documented approach to managing change, including:

• Evaluating environmental impacts before changes occur
• Addressing new or modified activities, processes, or locations
• Ensuring changes are implemented in a planned and consistent manner

For many, this is the most substantive area of focus in the transition.

 

Support and Documented Information (Clause 7)

What changed:

The 2026 revision emphasizes documenting key planning processes to ensure they are applied consistently and with confidence.

What this means for your organization:

Organizations may need to better define and document how the following processes are performed:

• Environmental aspects identification
• Compliance obligation tracking
• Risk and opportunity evaluation

 

Operational Control and Lifecycle Considerations (Clause 8)

What changed:

The updated standard reinforces the need to apply lifecycle thinking and consider how much control or influence the organization has over external processes and activities.

What this means for your organization:

Organizations should be prepared to demonstrate how environmental considerations are applied in practice across:

• Procurement and supplier interactions
• Contractor and outsourced activities
• Other externally provided services

 

Performance Evaluation (Clause 9)

What changed:

The 2026 revision includes minor clarifications to monitoring, measurement, analysis, and evaluation requirements, and introduces a more structured approach to management review, including a clearer definition of inputs and outputs.

What this means for your organization:

Most organizations will not need significant changes in this area but should confirm that:

• Monitoring and evaluation processes align with updated terminology and structure
• Management review inputs and outputs are documented and consistently applied
• Outputs from management review are clearly captured and aligned with system performance

 

Improvement (Clause 10)

What changed:

The 2026 revision includes minor updates to the structure and wording, aligning it with the latest ISO management system format. Requirements for continual improvement and corrective action remain largely unchanged.

What this means for your organization:

Most organizations will not need to make significant changes in this area, but it’s a good opportunity to confirm that:

• Nonconformities are consistently identified and addressed
• Corrective actions are implemented and tracked to completion
• Continual improvement efforts are clearly linked to system performance and outcomes

 

A Shift in Emphasis

Looking across these updates, the 2026 revision reflects a broader shift in how environmental management systems are expected to function.

Rather than operating primarily as compliance-focused programs, environmental management systems are increasingly expected to:

• Reflect changing environmental conditions such as climate and resource constraints
• Incorporate external expectations from stakeholders and the broader operating environment
• Be integrated into planning, risk management, and organizational decision-making

While many of these concepts were introduced in earlier versions of the standard, the 2026 revision reinforces their application and makes them more visible across multiple clauses.

The 2026 revision is best understood as a clarification and strengthening of the 2015 framework, rather than a fundamental change.

 

Where to Start

A practical first step is to conduct a focused gap assessment against ISO 14001:2026, with attention to:

• Organizational context and environmental conditions
• Risk and opportunity identification
• Change management processes
• Lifecycle and supplier considerations

Following that, updates can be prioritized and integrated into your existing system over time. Organizations will have a transition period, typically up to three years, to align their systems with the updated standard.

Do you have questions or need help with a gap assessment or understanding ISO 14001:2026? Our team is here to help with it all, reach out today! 

^{Students in Lani Reeder’s class proudly show off their VR farm environment.}

Verizon

Lani Reeder’s students were working on an entrepreneurial lesson about marketplaces in ancient Rome when they had a bolt of inspiration. “The kids started asking questions: Do we still do this today, in modern times? Why can’t we make our own marketplace with our own goods and have our own system?” says Reeder, a Verizon Innovative Learning Schools Coach and Lab Mentor at Long International Middle School in St. Louis, Missouri. She said yes and watched them run with it.

Working inside the school’s Verizon Innovative Learning Lab, the students wrote business plans, prototyped products, created branding and even built their own currency — using emerging technology as their toolkit. Reeder sourced the original lesson plan on Verizon Innovative Learning HQ, which is “a hub of lessons and projects that you can choose from. You can use a little bit of it. You can use the whole thing. You can use it as a jumping-off point,” she explains.

Many students chose to create projects that would make life better for others. Eighth-grader Oghuz Erkin launched Grow, a concept bringing fresh fruit and vegetables from farmers directly into communities. Along with classmate Kenny Nguyen, the pair built a QR code-accessible, VR farm environment and designed a branded logo. “Using VR is very realistic and interesting. I’ve had a lot of fun doing this,” says Erkin.

Classmates Dawan Womack and Daniel Gadafi focused on disaster relief, engineering a delivery vehicle to transport essential supplies to people in need, such as those affected by a natural catastrophe. The device, built with pocket-size computers, could be controlled via tablet and programmed to return on its own. “[The computer] sends us the message that it is doing the task,” Womack explains. “And once it does that, [the device] will come right back to us using the same code that we use for delivering the items.”

Projects like these strengthen multiple skill sets at once — not just tech literacy but collaboration, problem-solving, communication and motivation — all of which contribute to students’ future endeavors and show them what they need “to be successful and college ready,” Reeder explains. “I think these engaging lessons are impacting their attendance. They want to come to school. They’re actively learning. They are learning how to communicate with one another. Their critical thinking—I see it blossom every day.”

“I think these engaging lessons are impacting their attendance. They want to come to school. Their critical thinking — I see it blossom every day.”
Lani Reeder

Verizon Innovative Learning is a key part of the company’s responsible business plan to help move the world forward for all. As part of the plan, Verizon has an ambitious goal of providing 10 million youth with digital skills training by 2030. Educators can access free lessons, professional development, and immersive learning experiences to help bring new ways of learning into the classroom by visiting Verizon Innovative Learning HQ.

Originally published on DICK’S Sporting Goods Sideline Report

Hunter Gilstrap didn’t grow up dreaming of becoming a professional athlete. As a kid in a small town in South Carolina, he was more interested in comic books and drawing than organized sports. Soccer was something his parents signed him up for at the local YMCA in 1990. To him, it was just another activity to try.

That changed in the summer of 1994.

Gilstrap attended an overnight soccer camp at Furman University with a friend, the same week the World Cup final was played and the first hosted in the U.S. The entire camp watched the match together, and for the first time, soccer felt bigger than a weekend game. He was drawn to the goalkeepers. Not just their role, but their presence. They wore the loudest uniforms on the field, and at camp, they got their own jerseys.

“I was extremely jealous,” he remembered. “From there, the rest was history.”

Gilstrap decided he wanted to be a goalkeeper and went all in. He studied the few matches he could record on TV and watched them over and over before heading outside to copy what he’d seen. A visual learner, he supplemented limited local coaching by attending multiple camps each summer and seeking out anyone who could help him refine his game.

His goal was clear: play college soccer. And Gilstrap did just that, playing for the Clemson Tigers from 2001 – 2004 and for the College of Charleston as graduate student in 2005.

Professional soccer wasn’t yet part of the picture. Major League Soccer barely existed, and the pathway wasn’t obvious. But Gilstrap kept moving forward, letting the next step reveal itself.

In 2006, he was drafted by Miami FC and got his first taste of professional soccer through league play and international friendlies.

A year later, he joined the Cleveland City Stars and quickly became a fan favorite. He helped lead the team to a league championship in 2008. A brief stint overseas in South Africa followed before he returned to Cleveland to captain the team in 2009 season. Gilstrap earned recognition not just for his play, but for his leadership, which was a steady presence in a demanding, results-driven environment.

From 2010 through 2014, he became a cornerstone of the Pittsburgh Riverhounds, earning the league’s Goalkeeper of the Year honors and First Team AllLeague recognition. He also spent a season with the Carolina RailHawks before returning to Pittsburgh for his final professional season in 2016.

For a goalkeeper, success isn’t always defined by highlight-reel moments. It’s about long stretches of readiness and staying sharp when nothing is happening. It’s scanning the field, organizing defenders and preventing problems before they start.

“You can’t hide back there,” Gilstrap said. “If you make a mistake, everyone sees it. So, you learn quickly how to reset.”

That role taught him something else: communication isn’t about volume.

Early in his career, Gilstrap was known for being loud, sometimes obnoxiously so he admitted. Over time, he learned that yelling complicated instructions rarely helped anyone. What worked were simple, precise cues:

“Left shoulder.”

“Step.”

“Man on.”

Short. Actionable. Clear.

That mindset followed him long after he stepped away from the game.

Today, Gilstrap works in tech communications at DICK’S Sporting Goods, supporting organization-wide technology initiatives through storytelling, leader messaging and tech-wide moments that help teams understand what’s changing and why it matters. The atmosphere may be different, but the stakes are real, especially when thousands of teammates rely on clear, timely information.

“In soccer, people don’t want a novel,” he said. “And in technology, it’s the same. People want to know what’s changing, why it matters and what they need to do next.”

His role has evolved over time. Working within the Office of Technology, he supports tech-wide communications and brand efforts, from graphic design and video production to event planning, leadership messaging and major organizational launches. The work is varied and rarely routine, a rhythm that feels familiar to a former professional athlete.

The transition out of sports wasn’t seamless. Like many athletes, Gilstrap had to navigate imposter syndrome and redefine his sense of value away from the field. What ultimately grounded him was recognizing that his greatest asset wasn’t technical expertise alone, but his ability to organize information, simplify complexity and guide people through change.

Gilstrap hasn’t completely stepped away from the game. As owner and head coach of Pro Player Goalkeeping, he trains goalkeepers of all ages, focusing on both technique and mental resilience.

“The save is the easy part,” he said. “The real work is being ready before the ball ever gets there.”

Most of his teammates at DICK’S don’t picture him diving across goal lines and most goalkeepers don’t think about technology initiatives. But the throughline is the same. In every role, Gilstrap helps people stay organized, confident and ready when something doesn’t go as planned.

Whether it’s organizing a back line before a corner kick or preparing a team for a company-wide update, the role still feels familiar: see the whole picture, communicate clearly and be ready when the moment comes.

Written by Rebecca Hoolahan