As part of this effort, Telemundo and the U.S. Soccer Foundation launched ¡Sí, Coach!, a new Spanish-language platform designed to equip coaches with culturally relevant tools and training to mentor young people both on and off the field. Available at SiCoach.com, the platform will offer free, innovative training in Spanish. ¡Si, Coach! supports the broader Yes, Coach! movement, launched in partnership with Stand Together, a philanthropic community that empowers people to tackle the root causes of our country’s biggest problems. Yes, Coach! aims to prepare 100,000 coaches to mentor over three million youth nationwide via the Foundation’s high-quality Coach-Mentor Training program.  

NBCUniversal’s Creative Impact Lab collaborated with creative apprentices from nonprofit agency Wide Angle Youth Media to produce a Spanish and English public service announcement (PSA) for Yes, Coach! The PSA will air ahead of the World Cup to amplify the campaign’s reach.

“Soccer is more than a game—it’s a catalyst for confidence, leadership, and belonging,” said Christina Kolbjornsen, Senior Vice President, Corporate and External Affairs, NBCUniversal Telemundo Enterprises.

Through ¡Sí, Coach!, and aligned with our Tu Momento, Tu Jugada initiative, we’re championing Spanish‑speaking coaches with culturally relevant resources that reflect the communities they serve—turning the momentum of FIFA World Cup 26 into a lasting force for opportunity and impact for young people nationwide.

Christina Kolbjornsen
Senior Vice President,
Corporate and External Affairs
NBCUniversal Telemundo Enterprises

“Having the combined and continued support of Comcast NBCUniversal and Telemundo during this incredible year of sporting events creates an extraordinary force for good in under-resourced communities nationwide,” said Ed Foster-Simeon, President & CEO of the U.S. Soccer Foundation. “Together, we’re training more coach-mentors, creating more safe places to play, and expanding proven programs to more youth. As we look forward to hosting FIFA World Cup 2026 this summer, this collaboration ensures that the excitement around the sport results in meaningful, long-term opportunities for youth across the country.”

In addition to launching new digital resources and programs, the partners are leveraging the excitement of FIFA World Cup 2026 to expand access to proven youth programs in several cities including Miami, Philadelphia and New York. Just Ball, launched with adidas in 2022, reimagines youth soccer by transforming mini-pitches and community spaces into accessible hubs for free, low-pressure play. As the official Spanish-language broadcaster of FIFA World Cup 2026, Telemundo brought its Tu Momento. Tu Jugada fan experience to the Los Angeles’ Just Ball Unity Cup in December. Telemundo will bring the same experience to Just Ball Unity Cups in Miami and New York later this year, further expanding opportunities for youth to engage with the sport in fun, creative ways.

On June 3, Telemundo will also support the Foundation’s annual Congressional Soccer Match, convening bipartisan lawmakers, professional athletes, and community leaders in Washington, D.C., to highlight soccer’s power to unite and uplift.

Previously, Telemundo sponsored the Foundation’s pink-carpet at the Pitch Perfect Gala in January to celebrate over 30 years of the sport’s impact on social change.

In October, Comcast joined the U.S. Soccer Foundation and Philadelphia 2026—the nonprofit Local Host Committee for FIFA World Cup 2026—to open a new mini-pitch at Building 21 in Philadelphia.

These initiatives build on more than a decade of collaboration among Comcast NBCUniversal, Telemundo, and the U.S. Soccer Foundation, including support for the Foundation’s Soccer for Success and Coach-Mentor Training programs.

By expanding access to soccer and mentorship across communities, these partners are ensuring that the excitement of the world’s biggest sporting event translates into lasting impact for generations to come.

About Comcast

Comcast Corporation (Nasdaq: CMCSA) is a global media and technology company. From the connectivity and platforms we provide, to the content and experiences we create, our businesses reach hundreds of millions of customers, viewers, and guests worldwide. We deliver world-class broadband, wireless, and video through Xfinity, Comcast Business, and Sky; produce, distribute, and stream leading entertainment, sports, and news through brands including NBC, Telemundo, Universal, Peacock, and Sky; and bring incredible theme parks and attractions to life through Universal Destinations & Experiences. Visit www.comcastcorporation.com for more information.

Recently, I sat down with two of the most transformative leaders in pet health: Jay Mazelsky, CEO of IDEXX and Jay Price, CEO of Mission Pet Health.

Between them, they see the entire journey of care. From diagnostics that uncover diseases to the 950 Mission Pet Health hospitals delivering care to our pets every day. If you want to understand where pet health is headed over the next decade – this is the table for you.

The expectation of care for our pets has never been higher. That isn’t a warning. It’s an opportunity.

The Pet Bubble and What Comes Next

The pandemic changed many things, and pet ownership wasn’t immune to that. Net pet adoption grew by roughly 10% annually – a 4x increase over the historical norm.

Now, those pets are reaching a milestone. They are five to seven years old. The older an animal gets, the more care it requires. As Jay Mazelsky noted, we are entering a window when demand for senior veterinary care will build dramatically.

There is a lot of talk right now about vet visits. But context matters. Jay Price, who led clinics through the 2008 financial crisis, sees a cycle and a return to normal after the substantial Covid increase, not a permanent shift. For Mission Pet Health, they aren’t seeing a decline; they see a return to the steady, durable growth that defines the industry.

Diagnostics: The Voice of the Pet

About one in five clinical veterinary visits include bloodwork. Only 12% of wellness visits include diagnostics. Outside the U.S., that number drops even further.

The opportunity is enormous. Every diagnostic brings more information. More information enables better decisions. Better decisions unlock tailored treatments. When we don’t diagnose, we don’t know the magnitude of a disease.

Moment to Remember: If only one in five pets gets diagnostics, we don’t know the true spectrum of disease that exists today. We’re only seeing the surface. The opportunity isn’t just big. It’s bigger than we can measure.

Jay Price shared a powerful perspective: if only 20% of pets are getting diagnostics, our data is incomplete. We might think the condition is “rare” simply because we aren’t looking for it.

Take cancer. One in four dogs will develop it in their lifetime. Often, by the time it’s visible, it’s already at an advanced stage. Moving upstream with earlier diagnostics doesn’t just save lives – it improves treatment affordability. An earlier diagnosis means more treatment options and better effectiveness at a lower cost.

It’s not just dogs; cat spend at the clinic is beginning to converge with dog spend as more cat owners demand more comprehensive care. Opportunities like chronic kidney disease (CKD) in cats is a prime example. Early diagnosis, dietary intervention and close monitoring can meaningfully extend lifespan.

Best Quote: I think that what we should be most proud of as an industry over the last 15 years – the average cat and dog is living two years longer… a lot of it’s the result of more innovation in the pharma and specialty diet and diagnostic space and better care driven by pet owners. They want to partner with the veterinarian and with the technology that’s used, and they want to understand the underlying disease, what the options are, and how they can provide care. They see themselves as part of the solution.

And as AI continues to infiltrate all aspects of our lives, it’s another opportunity of how the two examples mentioned above can be done faster, allowing veterinarians to walk into an exam room with insights, not just questions. However, as Jay Price, noted, we can’t lose the critical human element of clinical decision-making.

Nobody’s Too Good to Pick Up Poop

Whether it’s rallying during a pandemic or uncovering the next medical breakthrough, culture for IDEXX and Mission Pet Health is the glue.

As Jay Mazelsky rounds out his tenure at IDEXX and retires later this month, he leaves behind a legacy built on a challenger mindset. That means guarding against entitlement, hiring for curiosity and setting audacious goals.

Jay Price grounded it in a phrase from his very first hospital experience: Nobody’s too good to pick up poop.

It’s a reminder that in animal health, we are all servants to the mission. We show up with a spring in our step because we believe that when animals are healthy, the world is better.

Big Takeaway: As diagnostics expand what we can detect, AI accelerates what we can learn, and a generation of middle-aged pandemic pets enter their highest-care years; the pie isn’t shrinking. It’s growing. A rising tide lifts all boats. The leaders who focus on delivering value – to the pet, the owner, and the veterinarian – will be the ones who grow with it and beyond.

Thank you, Jay Mazelsky, for hosting us and for decades of work giving our pets a voice. Congratulations on a remarkable chapter. And thank you, Jay Price, for your insights and the commitment and support your clinics provide every day for our pets.

The best is yet to come for animal health.

Catch the full conversation on YouTube.

Entergy has reached an important milestone in our work to build a stronger electric grid. Our self-healing networks are now helping improve power reliability for more than 500,000 customers across Arkansas, Louisiana, Mississippi and Texas.

Self-healing networks use smart technology to detect problems on a power line and reroute electricity around the issue. This often happens in just seconds. When the electric system responds this quickly, fewer customers lose power and crews have more time to make safe repairs.

We began introducing this technology in early 2020. Since then, these self-healing networks have helped avoid thousands of customer interruptions and more than 50 million minutes of outages. These improvements are part of our long-term work to modernize the grid and reduce the number and length of outages our customers experience.

Today, we have nearly 400 self-healing networks in place. These networks include 1,483 reclosers and support 890 feeder circuits. Coverage continues to grow:

• Arkansas: 101,900 customers
• Louisiana: 256,223 customers
• Mississippi: 86,217 customers
• New Orleans: 42,507 customers
• Texas: 32,591 customers

About 25% of our 3,600 circuits now include self-healing technology. Our teams are studying ways to add more networks in the coming years.

Self-healing networks improve reliability year-round but are especially helpful during major weather events.

• During the January 2026 winter weather event, 19 automated transfers helped avoid more than 12,000 customer interruptions and 769,956 outage minutes.
• In 2025, 293 events avoided 188,792 customer interruptions and 24.3 million outage minutes.
• In 2024, 248 events avoided 167,569 customer interruptions and 13.4 million outage minutes.

These improvements reduce strain on our lineworker crews, improve restoration times and support a stronger, more resilient electric system for our customers.

The installation of self-healing networks is one part of our plan to build a smarter electric grid. We’re also strengthening poles and wires, upgrading substations, working closely with vegetation management and deploying tools that give operators better visibility into the electric system.

“Self-healing networks are helping us improve service for our customers and support our crews during storms,” said Taylor Edgens, director of grid technology. “This technology is an important part of our work to modernize the grid and increase reliability.”

This work requires seamless coordination across engineering, distribution operations, construction, vegetation management, grid technology, regulatory and many other teams. Their efforts help us deliver safer and more reliable service for the communities we serve.

View original content here.

“Comcast’s new Lift Zone will be a meaningful resource for youth in Lacey and the surrounding community,” said Shellica Trevino, CEO of Boys & Girls Clubs of Thurston County. “Academic enrichment is a core focus of our work, and through this partnership with Comcast, we’re expanding access to learning through Coding Club across the county. Our upper elementary youth and teens will also have the opportunity to engage in content creation in a new media studio, experiences made possible through Comcast’s support. These program additions, along with free high-speed WiFi, ensure youth have access to the digital skills and tools they need to succeed.”

Lift Zones are Comcast’s nationwide initiative to ensure more people in more communities have access to the internet and digital tools needed to thrive. Building on the legacy of Comcast’s award-winning Lift Zone program, which launched in 2020 and now includes more than 1,250 locations nationwide, this Lift Zone will offer:

• Laptops and Chromebooks to support digital learning and Coding Club
• Video cameras for content creation and media projects
• Audio-visual and sound equipment
• Microphones and podcast-capable tools
• Studio lighting to support video and media production
• Updated furnishings to create a functional and welcoming learning environment

“At Comcast, supporting our communities is at the heart of how we work to close Washington’s digital skills gap—especially for local students,” said Carla Carrell, Senior Director of Local Government Affairs, Comcast Pacific Northwest Region. “This Comcast Lift Zone is designed as a welcoming, community-centered space where students can connect online, access essential resources, and strengthen the digital skills they need for everyday life. By partnering with Boys & Girls Clubs of Thurston County and investing here, we’re helping expand opportunity and build a stronger future for families across the South Puget Sound.”

Comcast Lift Zones are part of Project UP, the company’s $1 billion initiative to advance digital opportunity and create a future of unlimited possibilities.

Boys & Girls Clubs of Thurston County (BGCTC) is a non-profit organization that inspires and enables youth to realize their greatness. Boys & Girls Clubs of Thurston County believes all youth, no matter who they are or where they come from, deserve the opportunity to build a great future. Our Clubs provide a safe, supportive place during out-of-school hours, when youth need us most, where caring adults help them succeed through academic support, leadership development, and healthy lifestyles. To learn more, visit https://www.bgctc.org/.

The review finds that differences in sampling approaches, detection techniques and analytical methodologies limit reliable comparison across studies and prevent robust risk assessment. In addition, based on the peer-reviewed literature studied, tire wear particles constitute only a small part of the overall airborne particulate matter, with similar or less potent effects compared to other particulate matter fractions.

Supported by the Tire Industry Project (TIP), part of the World Business Council for Sustainable Development (WBCSD), the SoK series represents the most comprehensive review of global science on tire wear emissions to date, analyzing more than 850 peer-reviewed scientific publications.

State of Knowledge series: Key findings from Paper 3

Independently authored by Kathrin Müller, Julie Panko, Kenny M. Unice, and Dr. Stephan Wagner, the paper Impacts of Tire Wear Emissions Compared to the Impacts of PM2.5 and PM10 on Humans reviews existing scientific knowledge on human exposure to tire and road wear particles (TRWP) and tire-related chemicals, concluding that:

• Tire wear particles make up only a small share of airborne particulate matter, typically less than 5% of PM 2.5 and PM 10 in urban environments.
• Toxicological studies to date do not show TRWP to be more harmful than general ambient particulate matter. Available in vivo and in vitro data indicates effects that are similar to or less potent than other airborne particle types.
• Despite growing interest, scientific evidence on human exposure to TRWP remains limited and inconclusive. Chemicals that are used in tire manufacturing are detectable in human body fluids, but their sources and exposure pathways have not been clearly linked specifically to tires, as many of these chemicals are used in a range of other applications.
• A major barrier to drawing firm conclusions is the lack of consistent global methods for sampling, analyzing, and characterizing tire wear emissions. Variability in methodologies across studies limits meaningful comparison and robust exposure or risk assessment.

Call for coordinated research efforts

As a result, the authors of the papers call for greater harmonization of research methodologies to improve identification, measurement and attribution of tire wear emissions. This need for coordinated efforts aligns with the conclusions of SoK Papers 1 and 2, which were published in 2025 and examined the characterization and quantification of tire wear emissions and their potential impacts on the environment.

The authors recommend that future research should identify potential exposure pathways and examine relevant health outcomes, including potential chronic effects, under realistic exposure conditions covering urban and suburban populations across different regions worldwide.

Dr. Stephan Wagner, one of the leading researchers of Paper 3, said: “Tire wear emissions are a complex topic that we still only partly understand, especially in relation to human health. While research has advanced our understanding of TRWP, the current data simply isn’t robust enough to quantify any potential health risks specifically linked to tire wear. Looking forward, cross-stakeholder collaboration is fundamental to making rapid progress. By aligning methods, sharing data, and focusing on real-world studies, we can build a stronger, more consistent evidence base to inform future decisions.”

Notes:

The State of Knowledge papers and supporting materials are available at https://tireparticles.info/our-research#sokpaper1, https://tireparticles.info/our-research#sokpaper2 and https://tireparticles.info/our-research#sokpaper3

• Kathrin Müller is a PhD Researcher at the Institute for Analytical Research (IfAR) at Hochschule Fresenius University of Applied Sciences in Idstein, Germany. Her PhD research is on the analysis of tire and road wear particles as environmental contaminants focusing on the identification of tire-borne environmental water contaminants.
• Julie Panko is Principal Scientist and Senior Vice President at ToxStrategies, a scientific consulting firm in the United States. She has more than 30 years of experience conducting and managing a wide variety of occupational, environmental, and consumer health risk assessments, including applied research regarding the potential for environmental impacts of tires throughout their lifecycle from manufacturing through end of life.
• Kenny Unice is Principal Computational Health Scientist at TRC Companies, Inc since 2026. Formerly a Principal Health Scientist and applied researcher at Stantec, he has more than 20 years’ experience investigating and driving understanding of how chemicals travel, persist or change in the environment to impact organisms and ecosystems.
• Dr. Stephan Wagner is Head of the Institute for Analytical Research at the Hochschule Fresenius University of Applied Sciences in Idstein, Germany. He is an expert in the analysis and fate of anthropogenic materials such as tire and road abrasion particles, micro and nano plastics, nano materials as well as organic trace contaminants in the (urban) water cycle.

As Chemours continues to advance its vision of delivering Trusted Chemistry, suppliers who demonstrate leadership, integrity, and innovation across the value chain play a critical part. Each year, the company celebrates those partners that help fulfill that vision through the Responsible Supplier Awards, which spotlight organizations that embody Chemours’ expectations for responsible procurement and sustainability.

The 2025 award recipients were selected from a global network of suppliers and exemplify the continuous progress that Chemours looks for in advancing a more resilient and sustainable supply chain. The winners include GEA Group AG (Star Supplier Award), Freji Transportación Especializada SA de CV (Logistics Category), MPW Industrial Services Inc (Indirect Category), Rio Tinto (Direct Category), and Palmer Tool LLC (Capital Category).

“At Chemours, delivering Trusted Chemistry depends on working with those who share our commitment to continuous improvement. The Responsible Supplier Awards recognize partners who move beyond compliance—strengthening sustainability performance while helping reduce risk and build resilience across our supply chain,” emphasized Gladys Gabriel, Chemours’ Vice President and Chief Procurement Officer. “Their leadership reflects our approach to responsible procurement: collaborate to raise standards, challenge what’s possible, and deliver lasting value for customers and communities.”

This year’s honorees distinguish themselves not only through strong performance, but through their active partnership with Chemours to improve processes, elevate sustainability standards, and spark innovation across shared value chains. Their work advances Chemours’ commitment to responsible sourcing—promoting ethical conduct, environmental stewardship, and continuous improvement at every stage of the supplier relationship.

All Chemours suppliers that maintain a valid sustainability scorecard are eligible for consideration. Additional details on Chemours’ responsible procurement approach and awards are available at: www.chemours.com/en/supplier-center/responsible-procurement.

“We remain unwavering in our commitment to meaningfully serve our customers while operating our business in a manner that is good for both people and the planet,” said Howard Hochhauser, President & CEO of Ancestry. “Our Impact Report reflects how we are expanding access to history, strengthening trust through responsible data and technology practices, and helping future generations discover where they come from and see themselves in the stories of the past.”

The 2025 Impact Report highlights Ancestry’s progress in key areas, including:

• Expanding Access to Historical Records: Exceeded Ancestry’s 3-year philanthropic commitment to allocate $3 million to making culturally significant history that is at risk of being forgotten available to everyone at no cost. In 2025 alone, Ancestry made more than 13 million culturally significant records available to everyone for free, including new collections related to enslavement and the Holocaust.
• Powering Discoveries for All: Added over 4 billion new records and introduced 68 new and updated DNA regions, helping more than 29 million people connect to over 3,600 places worldwide.
• Empowering Students: Exceeded 3-year goal of providing more than 10 million students with free access to historical records through AncestryClassroom®, reaching over 13.8 million students in total after expanding access by 800,000 students in 2025 alone. Additionally, Ancestry awarded 26 scholarships through the HistoryMakers College Tour and Scholarship program.
• Driving Sustainability: Innovated across the supply chain to reduce emissions in production and distribution per AncestryDNA® kit by 8.1%.

To learn more and to view the full 2025 Impact Report, please visit https://www.ancestry.com/corporate/annual-impact-report.

About Ancestry®
Ancestry®, the global leader in family history, connects everyone with their past so they can discover, preserve, and share their unique family stories. With our unparalleled collection of more than 70 billion records, over 3.8 million subscribers, and over 29 million people in our growing DNA network, customers can discover their family story and gain a new level of understanding of their lives. Over the past 40 years, we’ve built trusted relationships with millions of people who have chosen us as the platform for discovering, preserving and sharing the most important information about themselves and their families.

Media Contact:
Jillian McCoy, Director, Corporate Responsibility & Communications
Dept.: Communications

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Addressing a 40% Surge in Demand

The Task Force was convened at a critical moment for the state. With rapid population growth and industrial expansion, Arizona utilities project a staggering 40% increase in peak energy demand over the next 15 years. Executive Order 2025-13 was designed to “cut the red tape” and find innovative ways to deliver affordable, reliable power without placing the financial burden on Arizona families.

Sharing The Ray’s ROW Blueprint

Throughout the working group sessions from late 2025 through March 2026, Allie Kelly and The Ray team shared technical expertise on how Arizona can leverage its most underutilized asset: the public right-of-way.

The final report, released this spring, reflects several core strategies championed by The Ray, including:

Transmission Co-location: Accelerating the use of transportation corridors for high-voltage transmission lines to connect renewable energy to the grid faster.

Optimizing State Assets: A key recommendation calls for developing a statewide map of state-owned land and assets—including highway roadways—to support future energy siting.

Streamlined ROW Solar: Reducing administrative barriers to deploy solar projects along infrastructure, protecting Arizona’s land and water footprints while adding immediate capacity.

“Being at the table for this Task Force allowed us to show Arizona leaders that the solution to their energy demand isn’t just about building more—it’s about building smarter. By using the land we already own—our highways—Arizona can meet its energy goals faster and more affordably.”

— Allie Kelly, Executive Director–

From Recommendations to Action

With the final report now in the Governor’s hands, The Ray continues to work closely with the Governor’s Office of Resiliency and the Arizona State Land Department to move these recommendations toward implementation. As Arizona seeks to become a national leader in clean energy and manufacturing, The Ray’s P4 (Public-Private-Philanthropic-Partnership) model serves as the primary engine for turning these policy ideas into roadside reality.

Media Contact

Dallen McLemore, Communications Specialist, The Ray

229.449.6168 | dallen@theray.org | @TheRayHighway

MCAP Graduation, At A Glance:

• 52 manufacturers graduated from MCAP in March 2026.
• 8 Cascale Brand and Retailer members are actively supporting their manufacturers. 
• They are the first participants to complete Cascale’s 18-month decarbonization program.
• All graduates have set validated Scope 1 and 2 targets and begun implementation.
• Their commitments reflect a collective reduction potential of 1.6M tCO2e emissions.

“Huge congratulations to these 52 participating manufacturers who have completed MCAP reaching this milestone is a testament to their commitment and ambition,” said Joyce Tsoi, senior director of the decarbonization program at Cascale. “These graduates are not only committing and setting science-aligned targets for their scope 1 and 2, they are now equipped with a range of climate capabilities to accelerate climate action as well as becoming more climate resilence.  The MCAP Decarbonization roadmap lays out a clear pathway, a practical means of what and how they can tangibly achieve their emission targets by actively implementing interventions that will deliver measurable emissions reductions. The climate risk training and assessment has equipped them with knowledge and strategic foresight necessary to enhance their risk management and operational resilience. This is what meaningful climate action looks like in practice.”

“We are thrilled to celebrate two of our suppliers’ graduation from Cascale’s Manufacturer Climate Action Program,” said Michi Fried, senior manager of sustainability at Everlane. “Earning this recognition is no small undertaking, and it reflects the depth of commitment our suppliers have made to decarbonizing their operations. It also speaks to the kind of partnerships we strive to build at Everlane: ones rooted in a shared belief that a more responsible future for our industry starts within our supply chain. Knowing our suppliers have now validated targets to reduce their Scope 1 and 2 emissions is exactly the kind of concrete progress that raises the bar for the whole industry, and the momentum we need to meet the scale of the climate challenge.”

MCAP Impact

Over the course of the 18-month program, MCAP equips manufacturers with a comprehensive suite of tools, training, financing support, guidance, and climate risk assessments  to accelerate meaningful climate action. The graduates are first to complete MCAP’s structured, science-aligned pathway to decarbonization.

The first two graduating cohorts, which celebrated in a virtual ceremony hosted by Cascale, included 52 manufacturers; eight Cascale Brand and Retailer members are actively supporting their manufacturers. Graduates have measured their emissions, set science-aligned targets for Scope 1 and 2, and begun implementing reduction strategies, demonstrating leadership in the transition to a low-carbon textile, apparel, and footwear industry. 

Collectively, participating facilities are on a pathway toward approximately 1.6 million tCO2e in emissions reductions – equivalent to the annual emissions from more than 326,000 gasoline-powered passenger vehicles. The program also positions participants to continue advancing decarbonization efforts beyond graduation, annually measuring and reporting their decarbonization progress, strengthening long-term resilience in an evolving sustainability landscape.

New MCAP cohorts are launching soon! Manufacturers and brands can register for a free information session. 

Media Contact: Forster Communications, cascaleforster@forster.co.uk 

ABOUT CASCALE

Cascale is the global nonprofit alliance empowering collaboration to combat climate change and support decent work in the consumer goods industry. Formerly known as the Sustainable Apparel Coalition, Cascale stewards and governs the Higg Index frameworks, modules, and methodologies, while Worldly delivers the technology platform through which they are implemented globally. Cascale also  recently acquired the Better Buying and Sustainable Furnishings Council tools. Cascale unites over 300 retailers, brands, manufacturers, governments, academics, and NGO/nonprofit affiliates around the globe through one singular vision: To catalyze impact at scale and give back more than we take to the planet and its people.

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The following is an excerpt from Cisco’s FY25 Purpose Report. Explore the full report to learn more about how we Power an Inclusive Future for All.

As data center and AI usage surge, so does the need for cleaner, more efficient energy solutions.

Cisco has long believed that sustainability action can spur innovation and build a more resilient energy supply.

Since 2008, we’ve set ambitious five-year targets to cut our absolute Scope 1 and 2 emissions, paving the way to major milestones this year. In fiscal 2025, we proudly achieved our goal of reducing our Scope 1 and Scope 2 GHG emissions by 90%, compared to a fiscal 2019 base year.¹ In addition, for the first time in company history, we sourced renewable electricity to match 100% of global annual electricity needs at Cisco owned and leased facilities.²

Reaching these milestones reflects our long-standing commitment to energy and sustainability — and our momentum ahead. We intend to maintain at least a 90% reduction in absolute Scope 1 and 2 emissions as we work toward our goal to reach net-zero GHG emissions by 2040.

Sustainability across our direct operations

Cisco was able to achieve its ambitious Scope 1 and 2 GHG emissions reduction goal through a holistic approach across our global operations, from driving efficiency to sourcing renewable energy.

Driving Efficiency and Decarbonization 

In fiscal 2025, we implemented 78 energy efficiency projects that avoid approximately 11.5 gigawatt-hours of energy consumption and 27,200 metric tonne carbon dioxide equivalent (CO2e) each year through our:

• Buildings: Implemented AI and advanced analytics to monitor and optimize energy, airflow, and cooling in our labs
• Electrification: Completed our first building electrification projects in San Jose, California and Galway, Ireland, with more underway and planned globally
• Fleet: Increased electric vehicles in our fleet of leased company cars for our European employees from 11% in fiscal 2019 to 66% in fiscal 2025

As we look ahead to fiscal 2026 — the final year of our five-year energy efficiency investment plan — we intend to continue investing in renewable energy, energy efficiency, and building electrification projects that reduce our emissions.

Sourcing Renewable Energy 

In fiscal 2025, for the first time ever, Cisco sourced renewable electricity to match 100% of global annual electricity needs at Cisco owned and leased facilities² through a variety of methods, including new long-term power purchase agreements in:

• India: Cisco’s Bangalore campus, our largest outside the United States, began receiving power from a new 92 megawatt (MW) solar and wind generation facility. The system is projected to generate approximately 181,400 megawatt-hours (MWh) annually. We also established dual electrical feeds, enabling Cisco to reduce campus diesel fuel use by approximately 30%.
• Texas: Cisco served as the anchor buyer for two aggregated virtual power purchase agreements for 172 MW of solar. Of the 172 MW, Cisco will procure 100 MW from two new solar projects estimated to come online in 2027.

Together, these efforts will produce more than 500,000 MWh of renewable energy per year, or the energy needed to power approximately 72,000 U.S. homes annually. They are part of our larger strategy to add more renewable energy sources to the grid, while better matching renewable energy generation with our power consumption.

In fiscal 2025, we also piloted the use of renewable fuels in our operations. We began using biodiesel in Bangalore for approximately 10% of our backup power generation needs and sourced renewable natural gas for Cisco sites in the United States and United Kingdom.

Optimizing Our Real Estate Footprint 

By creating and renovating spaces with sustainability and employee well-being in mind, we aim to reduce both our environmental impact and operational costs while creating healthier spaces for employees.

At the end of fiscal 2025, 45 Cisco facilities had earned certifications like Leadership in Energy and Environmental Design (LEED®) and the WELL Building Standard, with 11 more underway. These spaces now account for 21% of our global real estate portfolio. For example, our Shanghai office achieved LEED® and WELL Platinum certification and is 18% more energy efficient than code.

We’re also bringing intelligence into the built environment. With Cisco Spaces, sensors and Webex endpoints automatically adjust room settings to improve comfort and save energy. This smart building technology is live in our San Francisco and New York offices.

Supporting Our Suppliers 

Reducing our own emissions is only the beginning; we’re helping our suppliers do the same. In fiscal 2025, we met and exceeded our goal that 80% of Cisco component, manufacturing, and logistics suppliers by spend have a public, absolute GHG emissions reduction target by fiscal 2025 — with 88% having emissions reduction targets.

We hosted a net-zero roundtable with suppliers in Thailand, convening business partners, suppliers, and local experts to tackle challenges like renewable energy adoption and product carbon footprint calculations.

In addition, we also teamed up with two consumer brands to help suppliers access clean electricity in Asia at more affordable rates. Already, four supplier sites representing three suppliers have committed to purchasing nearly 28 million kilowatt-hours of clean energy in 2025, avoiding an estimated 16,717 metric tonnes of CO2e of emissions.

Driving AI-Ready Infrastructure 

In the AI era, we are continually innovating to make our products more efficient while advancing performance and security. This fiscal 2025, we announced several new products in our switching portfolio that help bring this balance across data centers and campus networks.

Introducing the N9300 Series Smart Switches 

The N9300 Series Smart Switches combine intelligent networking silicon and data processing units, which help to simplify data center infrastructure and make it more efficient. The Smart Switches feature two processing engines that together intelligently steer traffic to drive enhanced capabilities, optimal performance, reduced energy consumption, and operational simplicity.

The N9300 series is powered by the Cisco Silicon One processing chip, our unified architecture for multiple network roles and devices. This innovation delivers switching and security products that are more efficient, lowering operational costs while increasing capacity. The Silicon One unified architecture has already supported the development of a broad portfolio of routing and switching devices, with more in progress.

Delivering Impact Through Our Products 

Several more products across our enterprise switching, enterprise routing, and data center networking portfolios received ENERGY STAR® certifications. This designation helps customers more easily factor energy efficiency into their purchasing decisions.

Learn more about how we are driving energy efficiency in our products on the Purpose Reporting Hub.

Read the full FY25 Purpose Report

At Cisco, our Purpose is core to who we are and what we do. Learn more about our goals and progress to date in our Purpose Reporting Hub. 

1. ^{Percentage is rounded from an 89.7% reduction. This rounding is for presentation purposes only and does not affect the underlying data.}
2. ^{Cisco achieved this milestone using a variety of methods, including on-site renewables, contractual arrangements such as power purchase agreements, and energy attribute certificates. See the Purpose Reporting Hub for our renewable energy strategy.}