Month: June 2025

AMSTERDAM and HONG KONG and OAKLAND, Calif., June 30, 2025 /3BL/ – Global nonprofit alliance Cascale (formerly the Sustainable Apparel Coalition) today released its Annual Report, a comprehensive recap of transformational progress in 2024. Marking a pivotal year defined by reinvention, strategic alliances, and system-wide action, the nonprofit organization reaffirmed its position as a leading force driving collective sustainability efforts in the consumer goods industry.

“In 2024, we didn’t just rebrand: we refocused,” said Tamar Hoek, Cascale Board Chair and Senior Policy Director Sustainable Fashion at Solidaridad. “Our members are calling for more clarity, better alignment, and faster progress. This report highlights the steps we’ve taken together, how we’re convening the industry in more focused, effective ways, and where we must go next.”

A Year of Strategic Milestones and Growth

Cascale’s bold repositioning as a catalyst for “A New Era of Unified Impact” set the tone for a year of major advancements, including:

• Accelerating Tool Development: Key updates to the Higg Index, including the rollout of Higg FEM 4.0, advanced the measurement of environmental performance across supply chains.
• Scaling Partnership with Worldly: Strengthened integration of Cascale’s Higg Index tools, exclusively licensed to Worldly, the leading platform for sustainability data and analytics in consumer goods supply chains, enabled more streamlined sustainability data management.
• Advancing Decarbonization Leadership: The Manufacturer Climate Action Program (MCAP) grew to 57 members, with a potential CO₂ reduction of 419,607.92 tCO₂e. Cascale also launched the first-ever Industry Decarbonization Roadmap, in collaboration with the Apparel Impact Institute (Aii) and Reset Carbon.
• Elevating Data Alignment in Decent Work: The commencement of a strategic process of discussion and due diligence culminating in the purchase, by Cascale, of select assets of Better Buying Institute, in February 2025, marking a significant milestone in supporting the advancement of responsible purchasing practices across the consumer goods industry, to achieve Cascale’s Decent Work for All.

“2024 was about unity in purpose,” said Cascale CEO Colin Browne. “Through industry-wide initiatives, deeper stakeholder engagement, and policy innovation, we laid a foundation for the next phase of impact.”

Global Policy & Public Affairs Expansion

Cascale significantly expanded its global policy presence in 2024:

• Published the Global Policy Priorities paper, jointly developed with Cascale’s Public Affairs Strategic Council, and held policy roundtables in Brussels, Copenhagen, and Paris.
• Collaborated with the Social & Labor Convergence Program (SLCP) on a joint vision statement and launched a secondment with the European Financial Reporting Advisory Group (EFRAG) to help shape emerging sustainability reporting standards.
• Delivered over a dozen educational initiatives, including webinars, deep dives, and legislative updates for its 676+ engaged newsletter subscribers.

Notable Collaborations and Sector Standards

In 2024, Cascale played a central role in convening stakeholders across the supply chain:

• SLCP was independently established, reinforcing Cascale’s focus on decent work and social responsibility.
• The organization initiated partnerships with the Bangladesh Garment Manufacturers and Exporters Association (BGMEA) and Open Supply Hub, and formalized a partnership with Zero Discharge of Hazardous Chemicals (ZDHC) to harmonize sustainability protocols and promote Higg Index adoption.
• Cascale co-published the Apparel Alliance Supply Chain Taxonomy, a standardized tier classification framework with Textile Exchange, Aii, and ZDHC to streamline impact reporting and enhance transparency.

“The development of a shared perspective of the apparel supply chain tiers will provide clarity to our industry and enhance future communications and tool alignment strategies,” said Joël Mertens, director, Higg Product Tools, Cascale. “We look forward to the continuation and release of this work with our apparel alliance partners.”

Member-Led Programs and Education

Cascale’s 300+ members worldwide played an active role in shaping progress through initiatives like:

• Fashion LEAP for Climate e-learning (25 brand participants).
• GIZ PDP Solar Rooftop Initiative saw 76 participants, where 18 facilities completed feasibility studies and four implemented solar installations.
• Cascale’s flagship Annual Meeting welcomed 600 attendees – more than ever previously recorded for the event.

In 2024, Cascale also launched the “Source of Good” podcast to amplify real-world applications of the Higg Index tools and sustainability leadership around the globe; the podcast was heard in 51 countries.

The report concludes with a message of pragmatic optimism: that bold ambitions require bold collaboration, and that while Cascale can’t transform the industry alone, it will continue convening the people and platforms needed to get there.

“The climate science is clear. With global emissions once again reaching record highs, as reported in the latest Global Climate Change Indicators report, the urgency could not be clearer,” said Lee Green, Vice President, Marketing & Communications at Cascale. “At Cascale, we’re committed to supporting our members and partners to drive real change – faster, and together.”

ABOUT CASCALE

Cascale is the global nonprofit alliance empowering collaboration to drive equitable and restorative business practices in the consumer goods industry. Formerly known as the Sustainable Apparel Coalition, Cascale owns and develops the Higg Index, which is exclusively available on Worldly, the most comprehensive sustainability data and insights platform. 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. LinkedIn | X | Instagram | Facebook | YouTube

Yum! Brands

Since its founding in 1997, Yum! and its brands have Served Up Good by investing in initiatives that enable team members, employees and communities to thrive. Yum! remains committed to using its capital – financial and human – to reduce food insecurity and to help individuals gain the skills and capabilities they need to build meaningful careers. This series highlights both the stories of leaders within Yum! who are driving meaningful change and shaping a better future for all, as well as the beneficiaries of the many community impact programs Yum! leads around the world.

KFC Restaurant General Manager Shantel F.’s restaurant in Eugene, Oregon, has raised over $60,000 for the KFC Foundation in the past two years from customers opting to round up their check to the next dollar, making the location the top fundraising KFC in the United States.

The KFC Foundation supports and empowers KFC restaurant employees and communities across the U.S. through education, financial and hardship assistance, and community giving programs—including the Kentucky Fried Wishes program, which grants nonprofits $10,000 to make a project on their wish list come true.

Below is a conversation with Shantel about her team’s passion for the KFC Foundation and giving back to the community through Kentucky Fried Wishes.

Why is the KFC Foundation’s community giving program, Kentucky Fried Wishes, important to you?

Last year was the second time my team was given the opportunity to select a nonprofit to receive a Kentucky Fried Wishes Grant as a reward for raising the most funds for the KFC Foundation in the U.S. We chose Sleep in Heavenly Peace, an organization that provides beds to children in need in our area. Getting the opportunity to give back is so important because I want to have a greater impact on my community. My team and I are motivated by the good that is possible through our work and the generosity of our customers – it fuels our work every day.

What is your favorite memory with Kentucky Fried Wishes?

When we presented the $10,000 grant check to Sleep in Heavenly Peace, we did so at their annual “build day.” I attended the event, along with two of my shift supervisors and two team members. That day, we worked with other volunteers to build a total of 200 beds for children in the community. I loved getting to present the check to the organization at this event because we got to see the direct impact of our efforts. Each bed we helped to fund or build meant one less child in Euguene was without a place to sleep. It was inspiring!

What have you learned from this experience?

I’ve learned the importance of sharing the impact of the KFC Foundation and asking our customers for a donation every time they make a purchase. All donations, big or small, can be used to make a difference in the lives of our communities, and giving our customers the opportunity to be part of the impact is important. 

What do you feel when someone mentions Kentucky Fried Wishes?

Proud. When people see that KFC is investing in organizations and causes that matter to them, they want to support that. I see this not from just customers, but from the nonprofits in our area as well. It is cool to see the word get out about what we are doing to support the people of Eugene and becoming known as a restaurant who cares. It makes me feel like I’m making a real impact in my community beyond the service we provide in the restaurant.

Cummins

Cummins Magazine recently brought together Ann-Kristin de Verdier, Executive Managing Director of Distribution Europe, and Thierry Pimi, Vice President of Cummins International Distribution Operations, to discuss the strength of the Cummins business structure, the company’s approach to the energy transition, and plans to leverage diverse talent across the organisation.

Cummins’ new vice president of international distribution operations Thierry Pimi has begun implementing a bold three-pronged strategy for commercial success.

Thierry has identified three core areas of improvement: greater use of technology to improve efficiency and the customer experience; enhanced focus on delivering end-to-end value to the customer; and a drive to create what he calls “the right environment” by building diverse, inclusive and highly motivated teams.

Progress on these three action points is seen as vital to raise the already high bar of Cummins’ service levels and satisfaction among its customers across some of the world’s most important business segments, including data centres, mining, marine and power generation.

“We want to continue to make it easier for customers to do business with us,” said Thierry. “One of the ways to do that is to make sure we are constantly looking to improve our operational efficiencies. For instance, making sure the way we operate in our branches is as universal as possible for a seamless customer experience.

“We are investing very heavily, and Europe, under Ann-Kristin’s leadership, will be spearheading a modern enterprise resource planning (ERP) system that is going to revolutionise the way we do business.”

Ann-Kristin is in full agreement: “I’m tremendously excited about the transformation that’s coming for our processes and the tools available to us across Europe. It will allow our employees to spend more time with customers and unlock real value.”

Thierry, who was born in Douala, Cameroon and who has held a number of strategically important roles within Cummins, now presides over the company’s global Distribution Unit (DBU), a company-owned network of more than 15,000 employees spread across 190 countries and territories operating from around 460 locations.

It is the nature and scale of the Cummins network that makes the brand so attractive, especially to larger, multi-national businesses. “Whether it’s data centres, or power generation, or high-horsepower users, these customers see our network as the biggest plus because of the consistency in the quality and the capability which we have built around the world to support them.”

Ann-Kristin points out that in Europe, many Cummins customers export equipment outside of the region, and there is comfort in knowing there is product available that can fit into their equipment and which meets local needs and regulatory requirements.

“They can also be confident there is service support for their product wherever in the world it is being used, and we also operate a number of global account management contracts, which means we can collaborate more seamlessly than some of our competitors who have mostly independent distributors.

“The fact we’re one company makes doing business a lot more straightforward.”

Turning his thoughts to the great energy transition, Thierry says Cummins’ Destination Zero strategy offers a robust framework “but change will not be like flicking a switch”. Different applications will adopt the transition at different phases.

Ann-Kristin believes the distribution side of Cummins will have a key role to play. “Our customers know we have the expertise to help and guide them,” she says. “When the technology and the product is less mature, support needs are more intense and we provide highly skilled technicians during the ‘infant care’ period.

Thierry is confident Cummins will rise to any challenge presented by the drive toward clean energy, saying the company has earned an enviable reputation for reliability over the past 105 years.

While the competitive landscape is going to keep changing and the needs of Cummins’ customers are bound to evolve, Thierry is adamant one thing will remain constant and that’s the company’s focus on the customer experience.

“We don’t just want to make it easy to do business with the customer, we want to drive the customer loyalty, and we do that by competing on service and the customer experience. The role of our distribution network is to ensure the customer gets the value expected from a premium global brand.”

In Europe, Ann-Kristin’s focus is on making sure Cummins has the right support in every country across the region, “whether we have a local Cummins-owned branch there, or whether we have channel partners, whether it’s sales, application engineering, or aftermarket support”.

Ann-Kristin stresses the importance of stability in the network, knowing that some of the ‘traditional’ products Cummins sells today, particularly high-horsepower engines, could have long working lives.

“With regular servicing and the possibility of multiple rebuild cycles, these engines could be working for 20 years or more. Similarly, we can upgrade the electronics on our generator sets to prolong their life.

“Knowing the distribution network will be there for the full life of the product is really important, and we are fortunate to have some very long-standing and loyal service partners, including a lot of family businesses that go back generations, which also gives our customers added confidence.”

Thierry agrees: “These partnerships are part of the DNA of Cummins. When you find partners that have similar values, it helps to create a culture that sticks.”

The right environment for personal growth

Wherever Thierry Pimi has worked within Cummins, he has developed a reputation as a superb leader of people: someone who can bring the very best out of the individual and collective talent at his disposal.

In Ann-Kristin, he has found a fellow business leader equally committed to creating the best conditions for colleagues to showcase their skills and leadership potential.

“We call it creating the right environment,” says Thierry. “If we want to be the leading power solution provider in the next century and beyond, being able to design and deliver better solutions than our OEMS can do in-house, or than our customer can find from someone else, the key will be to have the most capable talent and skills.

“The world today is a global village, and we’re working on processes that will allow us to move the best and most appropriate talent to wherever they are needed, as seamlessly as we can. 

“I want us to be seen as one single distribution unit rather than a group of regional operations.”

Thierry revealed that he and Ann-Kristin had been working together on a multi-faceted programme to develop the skills of leaders and supervisors. The programme covers themes such as how to deliver constructive feedback, how to foster open communication, and how to be authentic and vulnerable. These skills and others form the basis of Cummins leadership behaviours.

Taking inclusiveness to a new level

Cummins has taken heart from being voted among the top 100 companies in Europe for building an inclusive workforce through its focus on diversity.

The influential Financial Times Diversity Leaders list for 2024 placed Cummins at number 76, helped by the launch of the Cummins Powers Women initiative.

While encouraged by the top 100 position, Thierry believes Cummins can go a lot further, helped by being committed to valuing difference.

“This is really the frontier today of where we are going,” says Thierry. “We are going beyond diversity and inclusion by admitting difference in the room. Valuing difference is about us getting to a point where we value, recognise and appreciate what’s unique and different about the other person.

“This is not just superficial. We are going beyond the cosmetic and beyond even the traditional understanding of diversity, equality and inclusion to a really new place, and that is something that makes me proud to be part of Cummins.”

Ann-Kristin says valuing difference is a core component of Cummins’ recruitment strategy. “Europe is inherently diverse, with so many different languages and cultures, but we can always do better at valuing differences.

“We must keep asking ourselves if we are doing enough to develop people at all different levels of the company, and with a broad set of skills and capabilities so they have opportunities across the region.”

Thierry Pimi

Before taking up his position as head of international distribution in July 2024, Thierry Pimi led the Cummins business in Africa Middle East. Before that, he ran Cummins Southern Africa distribution business.

Thierry is a mechanical engineer who joined Cummins in 2008 in the Corporate Strategy team at Columbus, Indiana where he led several projects involving growth, profitability, divestiture and acquisitions.

In 2011, he was appointed Africa Mining Territory Manager, and in 2014, he assumed the role of General Manager of Cummins North and West Africa Regional Operations, overseeing the deployment and consolidation of company-owned entities in Morocco, Senegal, Cote d’Ivoire and Ghana.

Thierry is a staunch supporter of promoting local talent and has unleashed diverse and capable teams across the regions in which he has worked, combining seasoned industry leaders with exciting new hires equipped with strong local knowledge and solid regional culture.

He cites his mother and Nelson Mandela as his two most important role models.

Ann-Kristin de Verdier

Building strong relationships with regional distribution partners and driving business growth has been a recurring theme throughout Ann-Kristin’s career, which started in Sweden at Ericsson.

Her experience encompasses product development, project portfolio management, strategic marketing, sales and service operations.

Ann-Kristin currently leads a Europe-wide sales and service organisation that includes 15 wholly- owned distributors and more thar 200 local dealers. 

Ann-Kristin has an MSc in Automation Engineering from Chalmers, an MSc in Computer Science from Imperial College and an MBA from Stanford.

This article is part of the 2025 Edition Cummins Europe Magazine, to read more European articles click here

CHARLOTTE, N.C., June 30, 2025 /3BL/ – Discovery Education, the creators of essential PreK-12 learning solutions used in classrooms around the world, today announced significant enhancements to the online, adaptive literacy program DreamBox Reading. These improvements broaden DreamBox Reading’s coverage to support all PreK-5 learners and expand educators’ abilities to develop students’ foundational skills and confidence in reading through personalized instruction.

DreamBox Reading by Discovery Education starts young readers off right with a highly engaging, systematic approach to literacy aligned to the Science of Reading. Built on the company’s patented Intelligent Adaptive Learning platform, DreamBox Reading captures data from student answers, strategies, and behaviors to personalize learning in real time.

This adaptivity ensures that students are met where they are with just-right instruction and fun activities. Using DreamBox Reading, students develop proficiency over foundational skills through learning experiences built around their own progress, performance, productive struggle, and age-appropriate play.

Among the latest enhancements made to DreamBox Reading are: 

• Expanded Access to Adaptive, Personalized Learning for Older Readers: DreamBox Reading now supports grades PreK-5, thanks to recently added content. The expanded solution includes more essential concepts and topics critical for learning to read, including foundational skills such as phonics, decoding, guided reading, and language skills such as vocabulary, spelling, word learning strategies, and more.
• Enhancements to the Student Experience: A new, motivating, age-appropriate learning environment has been created to engage upper elementary learners.
• Improved Teaching and Learning Supports: New professional learning and supports for PreK-5 educators are now available to maximize classroom impact.

DreamBox Reading by Discovery Education is certified as meeting the rigorous, evidence-based ESSA Tier IV standards as set forth in the Every Student Succeeds Act (ESSA). This research and more can be found here.  

The enhancements to DreamBox Reading follow several product and content enhancements made to Discovery Education’s award-winning solutions and announced earlier this year. Taken together, the product improvements for Back-to-School 2025 empower teachers to create personalized learning experiences for all learners with inquiry, excitement, and exploration that will hold students’ attention while challenging them academically.

“Evidence shows that too many students in grades 3-5 have not yet mastered foundational reading skills,” said Lance Rougeux, Discovery Education’s Senior Vice President of Curriculum, Instruction, and Student Engagement. “The latest enhancements to DreamBox Reading were made in response to educator feedback and empower educators to deeply engage these students in reading and put them on a personalized path to future success.”

For more information about Discovery Education’s award-winning digital resources and professional learning solutions, visit www.discoveryeducation.com, and stay connected with Discovery Education on social media through LinkedIn, Instagram, TikTok, and Facebook.

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About Discovery Education  
Discovery Education is the worldwide edtech leader whose state-of-the-art, PreK-12, digital solutions support learning wherever it takes place. Through award-winning multimedia content, instructional supports, innovative classroom tools, and strategic alliances, Discovery Education helps educators deliver powerful learning experiences that engage all students and support higher academic achievement on a global scale. Discovery Education serves approximately 4.5 million educators and 45 million students worldwide, and its resources are accessed in over 100 countries and territories. Through partnerships with districts, states, and trusted organizations, Discovery Education empowers teachers with essential edtech solutions that inspire curiosity, build confidence, and accelerate learning. Explore the future of education at www.discoveryeducation.com. 

Contact 
Stephen Wakefield 
Discovery Education 
Phone: 202-316-6615 
Email: swakefield@discoveryed.com

At Inogen Alliance, collaboration is at the heart of everything we do. As a global network of EHS, ESG, and sustainability consulting firms, our strength lies in combining local expertise with global insight to support clients worldwide. Our recent and upcoming events highlight the power of this collaboration in action, bringing together associate companies across continents to address pressing environmental and compliance challenges.

Jointly driving a green future for enterprises in Vietnam 

Hosted by Anew (China) & Cleantech (Vietnam) | May 30, 2025 | Hanoi, Vietnam 

In a powerful example of regional collaboration, Inogen Alliance associates Anew and Cleantech co-hosted an in-person event titled “Jointly Drive Green Future for Enterprises in Vietnam.” The conference welcomed representatives from multinational enterprises operating in Vietnam, with a focus on the latest trends and regulations in EHS & sustainability management.

The event began with an introduction to Inogen Alliance’s global-local model and core values; Respect, Trust, Collaboration, and Integrity, demonstrating how our network delivers tailored solutions through trusted local partners.

Key sessions included:

• Vietnam EHS Regulatory Update 2025 – Guidance for Chinese enterprises on upcoming compliance changes
• Industrial Wastewater Recycling – Advanced technologies and cost-saving strategies
• UL 2799 Certification – Insights into achieving zero waste to landfill
• Global Zero Waste Trends – Aligning with international certification standards
• VOC Removal Technologies – Practical solutions using Regenerative Thermal Oxidizers
• Expert Panel Discussion – Real-world experiences and strategies for sustainable enterprise development in Vietnam

The event was a strong reflection of our mission to empower enterprises with local knowledge and global support – helping businesses build greener, more compliant operations in Southeast Asia.

Upcoming webinar: the global EHS compliance challenge 

July 3, 2025 | 10:00 AM (UTC+1) | Online Webinar

Register Here

“The Global EHS Compliance Challenge: From Blind Spots to Full Visibility” is our upcoming global webinar focused on helping multinational organizations better understand and manage local EHS compliance across borders.

When headquarters rely solely on reports and policies, critical blind spots can arise, especially when operating across diverse regulatory environments. This 45-minute session will uncover common pitfalls and share real examples from companies navigating global EHS complexity.

What to Expect: 

• Why HQs often misjudge their compliance visibility
• Lessons from US, Japanese, and German HQs on overcoming regulatory differences
• Identifying high-risk vs. low-risk operations
• Moving from fragmented tools to centralized, audit-ready systems
• Live demo + expert insights from the Inogen Alliance network

Featured Experts: 

• Alizabeth Aramowicz Smith – VP, Antea Group (USA)
• Hiroshi Tachikawa – Managing Director, Propharm Japan
• Jannis Faupel – Senior Consultant & Partner, Baden Consulting (Germany)
• Theresa Schmidt – Senior EHS Consultant, HPC AG (Germany)
• Róbert Szücs-Winkler – CEO, denxpert (Hungary)

Join us to learn how companies like Vantage Data Centers, REWE Group, and Eglo are transforming their global EHS compliance strategies with the support of Inogen Alliance associates.

Register Here

By Kim Borges

“Who would’ve ever thought I’d walk out of prison and the Bureau of Justice would give me funding?”

There’s nothing conventional about Shawntelle Fisher – including her ideas.

When Regions gave me that $25,000, they didn’t know that 25 million dollars later, I would still be doing this.
Shawntelle Fisher, founder and CEO of the SoulFisher Ministries

In 2019, Fisher pitched the unique concept of employer workshops for justice-involved people to an independent judging panel to earn a $25,000 grant from Regions Bank. And at this year’s Regions Bank Community Convening in St. Louis, Fisher addressed the audience of 100-plus nonprofit leaders about the exponential growth her nonprofit The SoulFisher Ministries has realized since.

“When Regions gave me that $25,000, they didn’t know that 25 million dollars later, I would still be doing this,” she said. “We were really just getting on our feet; we were still struggling getting people to believe that people with criminal records were worth investing in.”

Not anymore.

The U.S. Bureau of Justice Assistance has been a believer since 2018, investing millions to support SoulFisher’s AGAPE Reentry program and Successful Second Chances program focusing on workforce development, job search assistance and job placement for people transitioning back into the community following incarceration.

Continued funding from BJA has put us on the trajectory to be the national organization we’ve envisioned from the beginning.

“Continued funding from BJA has put us on the trajectory to be the national organization we’ve envisioned from the beginning,” said Fisher. “Just seeing that application was a motivator for something possible – to just do it and don’t look back.”

What else has Fisher been doing?

“Where do I start?” she said. “There are so many exciting things going on. The program Regions funded is still active and thriving. It’s becoming a pillar in the community around workforce development.”

The six-year journey represents more than organizational growth; it’s also involved significant personal reflection.

“Even when I was in prison, I was still a leader, just not the positive influence in my own community like I am today,” said Fisher. “I had everything in me to do what I’m doing today; all I needed was the support and guidance.”

Someone who’s delivered valuable support to Fisher and SoulFisher? Eric Madkins, Regions Community Development manager in Missouri.

These aren’t just services, these are lifelines restoring dignity, reducing recidivism and creating pathways to lasting success.

“Eric is our longest-serving board member,” said Fisher. “He’s been our treasurer; he’s our current vice-chair. Eric is ever present. When you see us, you see Eric. It’s an honor to have Regions supporting him through his service.”

Through his involvement, Madkins has seen the impact Fisher and team are making.

“These aren’t just services, these are lifelines restoring dignity, reducing recidivism and creating pathways to lasting success,” said Madkins. “People deserve the chance to rebuild their lives, and The SoulFisher Ministries makes that possible. I’m beyond proud to support an organization opening so many doors for our community.”

Despite all her success, Fisher will tell you opening those doors doesn’t always come easily.

“I still face challenges because I’ve been incarcerated,” Fisher said. “I’m doing things the world didn’t think I could do; that I didn’t know I could do. I just have to stay focused and remember God called me to do this. If it were easy, anyone could do it. It’s difficult but rewarding work.”

Seeing others thrive motivates Fisher to keep doing more – and to keep thinking unconventionally.

“We’re doing amazing work in St. Louis and lives are being changed because of it,” she said. “We believe restoration is possible and success is real.”

“Whenever I’m having conversations in the community and find out someone is doing something interesting, I say, ‘Do you want to come do that with our kids?’”

Through that one strategic move, Shawntelle Fisher introduced something new to SoulFisher’s six afterschool sites five years ago.

The Black Squares Chess Club, led by nonprofit Dream Builders 4 Equity, is focused on increasing access to chess to youth ages 6 to 18.

For youth served by SoulFisher, it’s become more than a hobby; it’s a passion.

“They’ve become chess wizards at all six sites,” said Fisher. “They absolutely love it, and it’s helps inspire their confidence. When the world tells them they can’t play chess, they know differently.”