Month: August 2025

Climate change and water stress are deeply intertwined. Rising global temperatures are intensifying droughts, accelerating extreme weather events, and disrupting the availability and quality of freshwater across the world. These disruptions are no longer “distant threats.” They already impact operations, value chains, and local communities.

Despite this, many companies continue to treat water risk as a peripheral issue in their climate strategies. Water is often overlooked while carbon reduction and energy transitions take center stage. That approach is no longer sustainable.

To ensure operational continuity, meet rising regulatory expectations, and build long-term business value, companies must treat water stewardship as a core pillar of their climate resilience planning.

Why Water Must Be Central to Your Climate Strategy

Water-related disruptions are escalating. In 2024 alone, the U.S. experienced 27 separate billion-dollar weather and climate disasters, including droughts, floods, and storms—nearly triple the long-term annual average. These events are no longer rare. Industries across the board are facing growing threats: factories halted due to flooding, supply chains broken by water shortages, and community tensions fueled by the overuse or contamination of shared water resources.

While climate change is a global crisis, water is often how we feel its impacts first—and most acutely. Drought, flooding, and water stress are amplifying in places already under strain. These disruptions can destabilize business operations faster than many other climate risks.

Importantly, water risk is not just a site-level issue. It’s shaped by broader watershed dynamics—like upstream over-extraction, aging infrastructure, or shared pollution burdens—that extend far beyond a facility’s fence line. On-site resilience alone isn’t enough. Managing water as a shared resource means looking outside your operations and engaging with communities, governments, and local partners.

Related Resource: 12 Companies Making A Real Difference In Corporate Water Stewardship

Understanding Physical and Transition Risks Through a Water Lens

Water risk isn’t a single challenge, but a convergence of physical and transition risks that threaten business value in different ways.

Physical risks include:

• Droughts that reduce freshwater availability
• Flooding and sea-level rise that damage infrastructure
• Water pollution that affects both input water and discharge compliance
• Infrastructure strain in areas with outdated or failing water systems

Transition risks, meanwhile, stem from evolving expectations and pressures, including:

• Stricter water regulations at the local, national, or regional level
• Climate-related litigation that raises operating costs and exposes reputational vulnerabilities
• Volatility in input costs, such as energy and raw materials, that can lead to major swings in operating expenses and financial performance
• Increased pressure from consumers and civil society for responsible water use

Industries from tech to textiles to agribusiness are increasingly exposed to these threats. And while the specific risks vary by geography, the trend is clear: water is becoming a defining business constraint.

Related Case Study: Learn how companies in Europe and Central Asia are building water resilience

Regulatory and Market Expectations Are Rising

If water risk isn’t already on your compliance radar, it will be soon.

The EU’s Corporate Sustainability Reporting Directive (CSRD) is one of the few mandatory frameworks that specifically requires companies to disclose water-related impacts as a standalone topic.

Elsewhere, an increasing number of national and subnational regulations are requiring disclosure of climate-related risks—including water—as part of broader environmental reporting. These often align with voluntary frameworks such as the ISSB’s sustainability standards, which many jurisdictions are starting to adopt or reference.

Environmental management systems like ISO 14001 already require businesses to assess and mitigate water-related impacts. Meanwhile, investors and consumers increasingly demand transparency around water usage, pollution prevention, and watershed engagement.

Companies that don’t proactively address water risk will find themselves playing catch-up and risking regulatory penalties, reduced access to capital, and reputational damage.

The Business Case for Water Stewardship

Addressing water risk is smart business beyond merely addressing compliance. Companies that invest in water stewardship often see measurable improvements in operational efficiency, cost savings, and brand equity.

• Water-efficient processes reduce utility bills and safeguard production continuity.
• Proactive engagement in watershed management reduces the likelihood of shared crises like depleted aquifers or toxic runoff.
• A strong water strategy improves ESG ratings and builds trust with stakeholders and communities.

Collective action also matters. Companies that collaborate with peers, governments, and civil society on local water issues help create more stable, predictable operating environments for entire regions.

Related Podcast: Listen to The Critical Role of Water Stewardship in a Changing Climate

Embedding Water into Your Climate Strategy

To meaningfully reduce exposure to water risk, companies must move from reactive compliance to a proactive, integrated strategy. This means:

• Assessing water risks across all priority supplier sites, using both physical data and stakeholder insight
• Setting meaningful water use reduction targets, aligned with local watershed conditions and science-based thresholds
• Embedding water into ESG and value chain integration, especially where value chains rely on water-intensive processes
• Establishing governance, accountability, and reporting structures to track progress and drive continuous improvement

Water risk is a material business risk, and must be treated with the same rigor and urgency as carbon or energy.

Global Execution Requires Local Expertise

One of the greatest challenges in addressing water risk is that conditions vary widely by region. What works in one geography may fail in another due to regulatory, hydrological, or cultural differences.

Global companies need partners who can operationalize corporate water strategies at the local level—ensuring site-specific compliance, stakeholder engagement, and watershed alignment. Doing this effectively requires both broad geographic coverage and deep, region-specific expertise.

Inogen Alliance provides on-the-ground technical expertise and regulatory insight in over 150 countries, enabling companies to implement water strategies that meet local requirements, reduce risk, and build trust with regional stakeholders.

Water Risk Is Climate Risk

The bottom line is clear: companies that treat water as central to their climate strategy will be more resilient, more compliant, and better positioned to compete in a resource-constrained world.

Now is the time to take stock. Where does water sit in your climate risk assessments? Are you adequately prepared to manage disruptions across your operations and value chain? Do your policies address both site-level and watershed-level challenges?

Don’t wait until the next drought, flood, or regulatory shift to act. Start integrating water risk now and build resilience where it matters most.

Subscribe to the Inogen Alliance blog for expert insight into building sustainable, risk-smart operations worldwide.

By Candace Higginbotham

The past few summers, the Regions Legal department has hosted a corporate law mini term for law school students serving as interns in Birmingham firms. Because the internships are already packed with informative programs and demanding work, the Regions team took a different approach this year.

Chief Governance Officer Andrew Nix and Legal Services Manager Katie Loggins invited the students to Regions Center for “An Afternoon at Regions” – a half-day session featuring presentations and discussions with leaders across the bank.

“We thought it would be beneficial for these law school students to get an overview of Regions, since we work so closely with the firms they’re working for this summer,” Nix said. “After all, the best lawyers have an intimate knowledge of their client’s business, and they serve as a trusted advisor. We also wanted to give the interns a glimpse at in-house life and show them what it’s like to work in a corporate law environment.”

Regions leaders provided information about key areas of the bank and how the Regions Legal department doesn’t just sit on the sidelines and offer advice and counsel, they are true business partners within the bank who are directly involved in decision making and strategic execution for the businesses

The 65 clerks attending this session, representing 10 local law firms, came away with a good feel for what it’s like to practice corporate law in a financial institution. But an unexpected benefit of the session was the practical, actionable career advice and professional guidance from top executives.

Chief Legal Officer and Corporate Secretary Tara Plimpton provided an overview of the Regions Legal department, how the organizational structure and partnership approach support her management philosophy for how the team can best contribute to the bank’s success. Plimpton also shared her career journey and some lessons she’s learned along the way.

“Nothing is linear when it comes to a career path, and there are many ups and downs,” Plimpton said. “But it’s actually during the down periods when you learn the most. Just keep asking yourself, ‘Am I learning something? Am I growing and developing?’”

She encouraged the students to stretch themselves and not get complacent.

Be more than a lawyer, use your legal mind and your ability to look at things from different angles to help solve a problem and develop a strategic plan. Even if it’s not your job, if you see ways to make improvements or if you develop an interest in a specific topic, raise your hand.
Tara Plimpton, Regions Chief Legal Officer and Corporate Secretary

Plimpton urged the students to prioritize learning, take on new things and keep in mind that change is a good thing and to always be open to it. But according to Plimpton, the number one piece of advice for a young lawyer, or anyone in the early stages of their career, is to make sure the company and team you work with align with your values.

“When I came to Regions I began to understand what a good corporate culture means,” she said. “In a collaborative, respectful environment, you can agree to disagree and then work together to come to the best decision for the company. Living our mission and values is tremendously important here at Regions, and every day our leaders make decisions with our associates, customers and communities in mind. It’s really a great place to work, with great people.”

John Jordan, head of Retail Banking joined the group to talk about the division he leads, which employs the largest number of associates in the company. This complex, customer-facing organization, which handles more than 50 million transactions each year, works closely with the Legal department and Jordan described that collaboration.

Jordan, too, offered sage career advice for the students. “In times of transition and rapid technological change like the one we’re in now, being adaptable is key,” he said. “Seek to learn and look for opportunities to shine and grow. Don’t be afraid to take risks – you learn quickly and can open doors when you take risks.”

John Jordan, head of Retail Banking joined the group to talk about the division he leads, which employs the largest number of associates in the company. This complex, customer-facing organization, which handles more than 50 million transactions each year, works closely with the Legal department and Jordan described that collaboration.

Jordan, too, offered sage career advice for the students. “In times of transition and rapid technological change like the one we’re in now, being adaptable is key,” he said. “Seek to learn and look for opportunities to shine and grow. Don’t be afraid to take risks – you learn quickly and can open doors when you take risks.”

John Jordan, head of Retail Banking joined the group to talk about the division he leads, which employs the largest number of associates in the company. This complex, customer-facing organization, which handles more than 50 million transactions each year, works closely with the Legal department and Jordan described that collaboration.

Jordan, too, offered sage career advice for the students. “In times of transition and rapid technological change like the one we’re in now, being adaptable is key,” he said. “Seek to learn and look for opportunities to shine and grow. Don’t be afraid to take risks – you learn quickly and can open doors when you take risks.”

Tom Speir, head of Strategy and Corporate Development, gave the law students a thorough overview of the company, including how and where the bank operates, key differentiators and business strategy.

Speir’s professional advice was straightforward and direct: “Be curious and ask questions. Become an expert.”

A panel of Community Engagement leaders took the stage, including Marta Self, executive director of the Regions Foundation, Brett Shaffer, head of Community Relations and Wendi Boyen, head of Community Development Lending and Investment. The panel, moderated by Bradley Blair, from Regions’ Consumer Banking Legal team, talked about Regions’ role in the community and how the team helps execute the bank’s priority to foster inclusive prosperity.

Like the other speakers, this group offered helpful suggestions to ensure career success. “Don’t underestimate the importance of networking,” Self said. “Both in the firm and in the community.”

Boyen encouraged the students to get involved in the community through board service, volunteerism and pro bono work.

Shaffer offered a practical way to stay on track with your goals. “Schedule a one-one with yourself every week to make sure you are being effective and making an impact,” he said. 

The Legal leadership team closed the day with a panel discussion. The panel was moderated by Turner Benoist and featured Nix, Julie Metheny, Cinda York, Patrick Bodden, Ashley Bolender, Bevelyn Coleman, Elizabeth Taylor, Craig Williams and Ed Cotter.

This group of corporate law specialists talked about their career journeys and why they opted to go in-house versus working in a law firm. They described their day-to-day responsibilities and outlined when and how they work with outside firms. The Legal leaders also provided advice and described traits that good corporate lawyers should have.

Here’s a sampling:

• “Be a T-shaped professional, with deep expertise in one area and a broad understanding of other, related areas.”
• “Run your area of expertise like a business.”
• “Be a lifelong learner.”
• “Legal work is hard – focus on little things that you can get 1000% right. Then, that list starts to grow.”
• “Limit your career-limiting moves.”
• “Pivot on a dime and leave it behind you – don’t agonize over what you may have messed up. Perfection is not attainable.”
• “Always think about big picture. Strategic thinking is key.”
• “Be comfortable answering the question without 100 percent of the background.”
• “Don’t forget about the soft skills. Be helpful and have empathy and understanding. Focus on relationships.”

When the presentations were over, the students and advisors from the legal firms joined the Regions leaders for a casual meet and greet, to continue the conversation and ask additional questions. The Regions Legal team received kudos from everyone involved.

“I’m really pleased with the format and content of this forum,” Loggins said. “Our outreach to future lawyers is really important to the Regions team and we’ll continue to refine our processes and cover topics that inform and hopefully inspire students to consider corporate law as a career.”

CHARLOTTE, N.C., August 1, 2025 /3BL/ – Today, Truist Foundation released its multiyear impact report, Scaling for Impact, offering data-backed evidence that bold, strategic philanthropy can enhance the economic viability of communities across the Southeast.

Launched in 2020, Truist Foundation’s grantmaking strategy focuses on two giving pillars— strengthening small businesses and building career pathways, to help fulfill Truist Financial Corporation’s purpose to inspire and build better lives and communities. The report details how this focus, combined with an ecosystem approach, has created measurable impact—and a scalable model other funders can learn from.

“At a time when many nonprofits are seeing reduced giving, we’ve stayed the course—partnering deeply with nonprofits, learning from our grant partners and doubling down on what works,” said Lynette Bell, president of Truist Foundation. “Economic mobility is not just an aspiration; it’s a measurable outcome when we invest in people, in organizations, and in ecosystems. This report reflects Truist Foundation’s commitment to leading with purpose and delivering on our promise to drive impact.”

The report highlights the Foundation’s work to foster a more inclusive and transparent grantmaking process, emphasizing measurement, capacity building and ecosystem support. These efforts helped unlock quality jobs, elevate small business ecosystems and drive upward economic mobility across underfunded and under-resourced regions.

Since 2021, Truist Foundation’s strategic funding has helped:

• create or retain 26,800 jobs,
• provide nearly 26,000 workers with support services,
• support more than 18,000 small businesses, and
• place nearly 16,000 workers into jobs.

Keith Thornton, chief impact officer at Truist, stated, “Our Foundation’s strategy is fundamentally based on achieving impact. We maintain that philanthropy should be both meaningful and bold. This report represents our insights and serves as a call to action for those dedicated to enhancing economic opportunities for everyone.”

To learn more about this comprehensive philanthropy model and powerful grant partner case studies, download the full report at Truist.com/Foundation.

About Truist Foundation
Truist Foundation is committed to Truist Financial Corporation’s (NYSE: TFC) purpose to inspire and build better lives and communities. The Foundation, an endowed private foundation established in 2020 whose operating budget is independent of Truist Financial Corporation, makes strategic investments in a wide variety of nonprofit organizations centered around two focus areas: building career pathways to economic mobility and strengthening small businesses to ensure all communities have an opportunity to thrive. Embodying these focus areas are the Foundation’s leading initiatives – the Inspire Awards and Where It Starts. Learn more at Truist.com/Foundation.

Media Contact: Kristen Fraser, media@truist.com

SOURCE: Truist Foundation

Originally published on Aflac Newsroom

Recovery after a health scare doesn’t end once the body heals.

Mental and physical health are closely tied together, and after an unexpected accident, seeking medical care — whether it’s a simple checkup or attending physical therapy — following a plan after an accident is an important first step to feeling better.

Fortunately, there are many opportunities to look after mental health, as well. Some ways are not only easy, but fun! No matter what, the tips below can help people take control of their recovery journey, both in terms of their physical health and their mental well-being.

Talk to a therapist or a licensed professional. Thoughts and feelings can be complicated following an accident or a diagnosis. Sharing them with a licensed professional can help untangle them and even smooth them out. Finding a new path after a life-changing medical event might be difficult at first, but a therapist could help pave the way.

Make sure to get plenty of quality sleep. Eight hours of shut-eye can have a positive impact on the body as well as the mind. Try establishing a routine, like going to bed at the same time each night and getting up at the same time in the morning. Get ready for sleep by turning down the lights, making the room cool and comfortable, and minimizing noise. Then prepare to count some sheep.

Connect with people, like family and friends, or others in the community. Reaching out to others isn’t always easy, but it can be beneficial to improving mental health. Send a text to a loved one — start a conversation or set up a time to grab lunch together. Or, if health permits, look into events that are happening nearby, like a festival or movie night.

Start a hobby or another relaxing activity. Taking personal time during a busy, stressful period in life can help maintain good mental health. Use that time to nurture a hobby or enjoy a calming activity, like crochet or yoga. Learning an entirely new hobby can also be a way to center the mind and focus on something fun.

Understand how supplemental insurance can help. Be familiar with your supplemental insurance policy. Added peace of mind can come from knowing what is covered and what isn’t after an accident or hospital visit. And when there’s peace of mind, mental health takes a positive step forward.

To learn more about the benefits of supplemental insurance, for both physical and mental health, visit Aflac.com.

Coverage is underwritten by Aflac. In New York, coverage is underwritten by Aflac New York.

WWHQ | 1932 Wynnton Road | Columbus, GA 31999

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EXP: 05/26

LITTLE ROCK, Ark., August 1, 2025 /3BL/ – Although the heat of summer can increase electricity use and energy costs, Entergy Arkansas is committed to helping customers stay cool and save money throughout the hotter months with bill management tools and resources. The company’s online Bill Toolkit connects customers to energy efficiency tips and resources, as well as information about bill management and financial assistance options.

“At Entergy Arkansas, we want to help customers stay cool and save money this summer,” said Ventrell Thompson, vice president of customer service. “Whether it’s tracking your energy usage, reducing your energy consumption through our energy efficiency resources or seeking payment assistance options, the Bill Toolkit helps our customers take control of their energy use and costs.”

Tracking energy use through myAdvisor

Customers can set electric usage alerts and monitor how much energy they use each day through bill management tools like myAdvisor which is available through their myEntergy account online. Tracking usage over time can help customers identify trends that contribute to higher usage and budget their monthly expenses. With the myAdvisor dashboard, customers have access to not only usage and cost details, but also bill history and projections, analyzer tools and more. On the Entergy mobile app, this information can be found by clicking the “usage” tab.

Managing bills through payment options

Entergy offers several flexible payment options so customers can choose when, where and how they receive and pay their bills.

• Pick-A-Date allows customers to pay their bills when it works best for them.
• Level Billing allows customers to “level out” seasonal energy use fluctuations, making their bills more consistent every month.
• PaperFREE billing allows customers to get their bills emailed as soon as they post and instant access to two years of billing history.
• AutoPay allows customers to avoid late fees, writing checks and paying for postage by having bills automatically deducted from their bank accounts.

Entergy encourages customers who may need additional payment options to reach out because some qualify for deferred payment arrangements or payment extensions. Customers can visit the mobile app or myEntergy to learn more.

Finding financial assistance

Additionally, Entergy partners with local and state organizations to connect qualifying customers with financial assistance, including:

• The Power to Care program provides emergency bill payment assistance to older adults and customers with disabilities.
• Low Income Home Energy Assistance Program or LIHEAP provides financial assistance for energy bills and other energy-related expenses.
• Single Stop makes it easy for customers to quickly and confidentially check their eligibility for federal, state and local financial assistance.

Throughout the summer, Entergy Arkansas has held pop-up events focused on helping low-income customers and communities stay cool and manage energy costs. At these events Entergy representatives are available to provide bill payment assistance, personal portable fans, energy efficiency resources and support from local community partners.

For more ways to save energy and money, customers can visit BillToolkit.entergy.com.

View original content here.

About Entergy Arkansas
Entergy Arkansas, LLC provides electricity to approximately 735,000 customers in 63 counties. Entergy Arkansas is a subsidiary of Entergy Corporation. Entergy produces, transmits and distributes electricity to power life for 3 million customers through our operating companies in Arkansas, Louisiana, Mississippi and Texas. We’re investing for growth and improved reliability and resilience of our energy system while working to keep energy rates affordable for our customers. We’re also investing in cleaner energy generation like modern natural gas, nuclear and renewable energy. A nationally recognized leader in sustainability and corporate citizenship, we deliver more than $100 million in economic benefits each year to the communities we serve through philanthropy, volunteerism and advocacy. Entergy is a Fortune 500 company headquartered in New Orleans, Louisiana, and has approximately 12,000 employees. Learn more at entergyarkansas.com and connect with @EntergyARK on social media.

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Media inquiries:
Matt Ramsey
wramse1@entergy.com
501-607-1479