Sysco's One Planet One Table Helps Choose a Better Future for Food During Earth Month
A better brew for a better world! Our Rainforest Alliance Certified 100% Colombian coffee, part of Sysco's One Planet. One Table. assortment, supports social, economic, and environmental sustainability-so you can sip with purpose.
With over 3,500 items across 15 categories, One Planet. One Table. is leading the way in sustainable foodservice. When you choose Sysco, you choose a better future for food. Happy Earth Day!
About Sysco
Sysco is the global leader in selling, marketing and distributing food products to restaurants, healthcare and educational facilities, lodging establishments and other customers who prepare meals away from home. Its family of products also includes equipment and supplies for the foodservice and hospitality industries. With more than 76,000 colleagues, the company operates 340 distribution facilities worldwide and serves approximately 730,000 customer locations. For fiscal year 2024 that ended June 29, 2024, the company generated sales of more than $78 billion. Information about our Sustainability program, including Sysco's 2023 Sustainability Report and 2023 Diversity, Equity & Inclusion Report, can be found at www.sysco.com.
For more information, visit www.sysco.com or connect with Sysco on Facebook at www.facebook.com/SyscoFoods. For important news and information regarding Sysco, visit the Investor Relations section of the company's Internet home page at investors.sysco.com, which Sysco plans to use as a primary channel for publishing key information to its investors, some of which may contain material and previously non-public information. In addition, investors should continue to review our news releases and filings with the SEC. It is possible that the information we disclose through any of these channels of distribution could be deemed to be material information.
View original content here.
View additional multimedia and more ESG storytelling from Sysco Corporation on 3blmedia.com.
Contact Info:Spokesperson: Sysco CorporationWebsite: https://www.3blmedia.com/profiles/syscoEmail: info@3blmedia.com
SOURCE: Sysco Corporation
View the original press release on ACCESS Newswire
Erreur lors de la récupération des données
Connectez-vous pour accéder à votre portefeuille
Erreur lors de la récupération des données
Erreur lors de la récupération des données
Erreur lors de la récupération des données
Erreur lors de la récupération des données
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles

Business Insider
38 minutes ago
- Business Insider
This LinkedIn cold-outreach template helped job seekers land roles at companies like Amazon and Airbnb
If you're on the job hunt, you're likely tired of being told that you have to network. Sending out dozens of applications can be an ego check on its own. And flooding strangers' inboxes or LinkedIn DMs to ask for a job referral can feel downright degrading. The bad news is that networking is still one of the most reliable ways to find a new role, especially as so many people are job hunting and as AI continues to automate parts of the process. The good news is that it doesn't have to feel so agonizing. Albana Gega, founder of tech career-coaching platform Alza, told Business Insider that he refers to networking as "prospecting at scale," and thinks of networking chats like a sales call. As a coach who has successfully placed clients at companies like Amazon, Klarna, and Airbnb, he said the goal is to boost the job seeker's visibility as a valuable asset, rather than depending solely on a résumé. While many job seekers reach out to recruiters or hiring managers, Gega said that they should aim to target people in adjacent positions to the role they want. It's what Gega refers to as "lateral networking," and he said it gives job seekers a better chance at getting referrals, insider information, and early interview invitations. Gega's three-part LinkedIn template Message 1: The Hook: Hey [Name], you're at [Company]? Why it works: It's under 40 characters. It's a question that triggers a natural "yeah, what's up?" response. It doesn't ask for anything — just opens a door. Mention something specific here if you can, like a product launch or a recent post. If you have common ground like school, industry, or mutuals, work that in casually. Message 3: Light Intent And A Friendly Ask: Honestly, one reason I reached out, I'm lightly exploring new roles and [Company] is on my shortlist. Been chatting with a few folks just to get a feel before diving into apps or interviews. Would it be cool if I asked a couple quick questions? Totally fine to keep it here or hop on a 20-min Zoom, whatever's easier. Why it works: It's non-pushy and honest. You position them as the expert and it gives them two easy options. Common Hooks to Try: Use these to vary your openers: You're at [Company]? Mutuals with [Name]—small world? Saw your post on [Topic], super helpful. How's it going on the [team or role or project]? Next steps for job seekers If the person agrees to take a networking call, Gega advises his clients to start with light conversation, thank them for the call, and give a genuine compliment. Then, job seekers should ask two to three questions, such as inquiring about their favorite part of working at the company. They should end the call with a "soft ask" about anyone else they think they should chat with while they're exploring things, Gega said. In general, Gega said that the strategy has nuance and that "less is a lot more." Job seekers should never inundate anyone with requests, says Gega. "The same rules that maybe apply offline should apply online," Gega said. "You never go to somebody and spam them."


Forbes
15 hours ago
- Forbes
Why Top Talent Quits Early And How To Keep Employees Longer
Why top talent quits early and how to keep employees longer getty Your star performer just quit. The one who made everything look easy, turned chaos into systems, and held their own in every meeting. You saw it coming weeks ago . The spark seemed to fade, then the extra effort went AWOL. Those game-changing ideas stopped flowing. Now you're back where you started, posting job ads and screening newbies, hoping to find someone half as good. Meanwhile, they're updating their LinkedIn with their new role at a company that gets it. Nearly 40 percent of employees quit within their first year , around 31% within six months . This pattern plays out across every industry. New hires arrive fired up and eager to prove themselves. Six months in, they've mastered the basics and deliver solid work. Month nine hits and they start asking about growth opportunities. By the one year mark, they're gone. Their body might still show up, but their mind left months ago. It costs an average of $1,400 to onboard a new employee, but that's nothing compared to the cost of losing a key team member or making a bad hire. You'll keep paying this price unless you sort the problem out. People don't leave for money. They leave because they stop growing. Stop that happening. Every high performer follows the same trajectory. Months one through six bring rapid growth and constant learning. After that, skills plateau hard unless you actively intervene. Think about learning any skill. The first quarters, you improve fast. The second half of the year, progress slows to a crawl. Without new challenges, boredom sets in. Your employees experience this same pattern, and smart leaders see it coming. 44% of companies do not provide compelling career paths. So build their growth path on day one. Map out quarterly milestones that show exactly where they're headed. New projects at month three. Leadership opportunity at month nine. Strategic work at month fifteen. Show them beyond the first few steps, show them the entire mountain they'll climb. When someone sees their future clearly mapped out, they stop looking elsewhere for it. Skills follow a predictable arc. They rise, peak, then flatten unless you add fresh challenges to restart the growth curve. Design three levels of stretch for each person, starting just outside their comfort zone and making it progressively harder every six months. First level might be improving what already exists. Second level could involve building something entirely new. Third level means teaching others to implement it across departments. Check progress every quarter and adjust accordingly. Too easy? Increase the difficulty. Too hard? Scale it back. Keep them in that sweet spot where learning happens fastest. Grade their progress like you would any other metric, because their growth directly impacts your retention. When people feel challenged but not overwhelmed, they stick around to see what they can accomplish next. Most managers wait until resignation day to ask why someone's leaving. By then, it's too late. The decision was made months ago. But you're better than that. At month 10, schedule a conversation focused entirely on what might tempt them away. Ask: What would make you leave? What opportunity would you jump at? What are you not getting here? Their answers become your retention strategy. If they crave more visibility, put them in front of clients or help them build their personal brand. If they want strategic work, include them in planning sessions. If they dream of leading, start grooming them now. People don't want to leave companies where they're growing. They want to expand their skills, increase their impact, and see a clear path forward. Give them growth, and they'll give you loyalty. Delete the soul-crushing busywork Gallup found 42% of turnover is preventable . The main culprits? Meaningless tasks and unclear expectations that drain the life out of talented people. Your top performers didn't join to format spreadsheets, sit through pointless meetings, or write reports nobody reads. They joined to make an impact. Every hour spent on admin is an hour they question their life choices. Track where your best people spend their time for one week. Circle every task that wastes their unique talents. Then systematically eliminate, automate, or delegate those tasks. Whatever it takes to free them up for real work that they love. When someone spends eighty percent of their time in their zone of genius, the thought of leaving rarely crosses their mind. They're too busy creating value and enjoying the process. Turn managers into growth architects Smart companies treat employment like education, where graduation is celebrated rather than prevented. When star employees leave, hire them back as contractors. Brain drain became brain gain. They got the freedom they craved, you get their expertise when needed, and everyone wins. Rethink how you approach retention. In the long term, make managers responsible for painting such a vivid picture of an employee's future that they can see themselves thriving in it. The psychological contract beats the legal one every time. People stay where they see tomorrow's version of themselves succeeding. Make managers career architects rather than task supervisors. How to stop your best team members leaving within a year The twelve-month cliff exists because human learning follows predictable patterns. Design around the patterns to get the outcome you want. It's your business. Track the learning curve, stack challenges, have the difficult conversations sooner, get your managers on board and rethink exits. Your name is above the door. Stop playing victim to team members when you could be the hero of this process.


New York Post
16 hours ago
- New York Post
Is a toxic boss ruining your life? Here's what to do about it, before things get worse
If you're feeling overwhelmed and diminished at work, a toxic manager could be to blame. A bad boss can define the work experience. Someone who casts down on the people who report to them and ignores their needs can end up demolishing their sense of belonging, determination and purpose, experts warn. 'A bad boss can make or break your employment,' Vicki Salemi, a New York City-based career expert for Monster, told USA Today. Advertisement 'You may love your job and enjoy time with your colleagues and the company you work for, but at the end of the day, if your boss is toxic, this often surpasses cumulative positive reasons to stay.' Not only does having a bad boss decrease morale, it can also affect one's mental health. A 2024 survey by Monster found that 54% of those surveyed said they had poor mental health as a result of a toxic, controlling manager. But how can you tell if your manager is toxic, and what can you do about it? Signs that your manager is toxic They don't have your back Advertisement One telltale sign of a manager that doesn't support their employees is when they try to make a lower-level worker look bad and throw them under the bus. 'They dim your light to protect their ego,' Steven Claes, who writes about leadership, human resources and culture, recently shared on LinkedIn. 'Your success threatens their fragile self-esteem… Your confidence is the price of their power trip.' 'Your manager should be someone you think of as trustworthy. They should always have your back,' Salemi told USA Today. 'Whether you're in the room or not, they sing your praises.' 4 'A bad boss can make or break your employment,' Vicki Salemi, a career expert for Monster, told USA Today. Nattakorn – They play favorites Advertisement Playing favorites and pitting employees against one another also creates a hostile work environment. 'Say you're in a team meeting. You and four colleagues worked collaboratively on a project, but your boss only gives accolades and shines a spotlight on one person, their go-to favorite,' Salemi told the outlet. 'That's a sign of toxic leadership.' Encouraging cliques or rivalries within the office, as well as withholding praise from certain employees and not others can take away any source of trust and collaboration. They lack empathy and self-awareness Toxic bosses often lack the ability to recognize their emotions, according to the American Association for Physician Leadership. They tend to think they're right about everything, which can lead to animosity on the team. Advertisement 'Toxic bosses don't invest time or energy in building relationships to understand how their communication approach may impact others,' the AAPL said. 'They struggle to relate to team members' challenges, perspectives, and emotions, and this in turn leads to low trust.' 4 Empathy and compassion allows a boss to lead and connect with their direct reports, and those who lack this trait tend to be toxic managers. Dragana Gordic – They micromanage and make unrealistic demands Another example of toxic behavior in a manager is someone who nitpicks every detail and checks in too much, or someone who asks for a detailed list of how you spent every minute of your workday. This demonstrates a lack of trust and a need for control, insecurity as a manager, or the inability to delegate tasks. And the demands can be unrealistic, such as expecting you to do the work of multiple people without proper compensation, which can ultimately lead to burnout, resentment and lower productivity. Regardless, those who are micromanaged at work have reported nearly double the stress and tension at work compared to those who aren't micromanaged, according to a 2023 American Psychological Association survey. 'Toxic bosses will weaponize their authority, expecting employees to carry out their instructions obediently and without questioning their authority or the value of the work being undertaken,' the AAPL wrote. 'They seek to control how you complete your work.' They reject feedback If a boss is given constructive feedback and responds by getting defensive or dismissive, or even by retaliating, this is a sign of poor emotional intelligence and an inflexible mindset — which is an obstacle to successful leadership. Advertisement 'Accountability is for everyone else, not them,' Claes noted. Along with rejecting feedback, toxic managers reject ideas from employees as well. 'They shut down new ideas faster than you can blink,' Claes wrote. ''We've always done it this way' is their mantra.' 4 Playing favorites and pitting employees against one another also creates a hostile work environment. Sathaporn – How to deal with a toxic manager 'A good boss lifts you up. They don't tear you down. You deserve to feel valued at work,' Claes said on LinkedIn. Advertisement When dealing with a toxic manager, Claes suggests making sure you know your worth, set clear boundaries, documenting everything, build a support network and if needed, look for a different job. There are also direct steps you can take to potentially improve the situation and protect your well-being. Talk to your boss directly If you feel comfortable, you can approach the toxic manager directly and let them know how their behavior is affecting you. 'First, prepare what you're going to say with specific examples,' Salemi told USA Today. 'It's OK to go into the meeting with notes in your hand or on your phone.' Advertisement She suggested taking the following steps: State the facts of the situation. Let your boss know you felt unsupportive and share what you would hope for instead. Read their body language and allow for silence, even if it's uncomfortable. 'It's important to be factual. State specific examples, link them to your feelings, and talk about how it undermined your ability to do the work asked of you. Don't be accusatory or apportion blame,' the AAPL advised. With a toxic boss, it's possible they may not respond well, perhaps deflecting or trying to gaslight you — but it's important to keep calm. And like Claes suggested, document the conversation in case you need to take it to to a higher up. Advertisement 4 There are direct steps you can take to potentially improve the situation and protect your well-being. YURII MASLAK – Go to HR If necessary, you can go to human resources for help with a toxic manager — but be cautious and only do it under certain circumstances. 'If it's a discrimination issue, then absolutely go to HR,' Salemi told USA Today. 'But if it's something like your boss playing favorites, that can be viewed as more subjective.' Manage up Managing up is more of a 'wild card' approach and is for certain situations. For example, if your manager is going on vacation and delegated tasks to you, you can schedule a time to meet with their boss to check in and provide updates on your end. 'It's not a one-size-fits-all approach, but it's more to get onto your boss's boss's radar screen so they can interact with you and see your hard work firsthand,' Salemi said.