Month: September 2025

This summer, DP World welcomed the inaugural class of its Americas Internship Program, designed to integrate the newest generation into its end-to-end logistics operations across the region.

The class of 13 college-level interns weren’t just observers – they held operational roles in ports, warehouses, finance, IT, and HR, where they spent 10 weeks embedded in projects that streamlined shipping processes, improved system tools, strengthened compliance, and optimized workflows. Students were drawn from universities across the South – including UNC–Charlotte, NC State, University of South Florida, and Texas State – as well as midwestern institutions including the University of Michigan, University of Michigan–Flint, Oakland University, and the University of Detroit. Others came from Grand Valley State, Western Governors, and even farther afield from the University of Exeter in the UK.

By 2030, Gen Z will make up 30% of the global workforce, driven in part by the retirement of baby boomers. Already, one in five workers today belongs to this generation, representing 32 million people in the U.S. labor force. This focus on the next generation comes at a critical time, as the logistics industry faces significant staffing challenges. Turnover in logistics roles has risen by 33% compared with pre-pandemic levels, and the sector – projected to reach $18 trillion globally by 2030 – is becoming increasingly sophisticated, demanding new skills and a tech-savvy, adaptable workforce. As Glen Clark, CEO of DP World in the U.S./Mexico and Regional Head of Contract Logistics, wrote in Fast Company, companies must act boldly to build tomorrow’s logistics workforce, and early-career pipelines are essential.

DP World recognized this need and launched its internship program to bridge the gap between academia and industry, preparing the next generation of leaders to shape the future of global trade and logistics.

A Hands-On 10-Week Experience

From day one, each intern was embedded within a department and tasked with solving real business challenges. Over 10 weeks, they worked on projects that delivered measurable outcomes:

• IT Project Coordinator intern: Led a technology upgrade projected to save thousands of dollars annually in support fees.
• Business Process Improvement (BPI) intern: Streamlined workflows through a Lean Six Sigma initiative, projected to save $110,000 annually through smarter resource allocation and natural attrition.
• Finance intern: Helped implement a reverse factoring initiative projected to unlock over $1 million in value.
• HR and Legal interns: Conducted audits that helped avoid costly compliance fines.
• Freight Forwarding Operations intern: Developed a live-priority tracking tool for air imports, improving delivery times.

Interns emphasized that one of the most valuable aspects of the program was knowing their projects had real-world applications and were making an impact on the business. Many also noted that the balance of hands-on assignments with development sessions kept the experience dynamic and engaging.

Executive Engagement and Development Opportunities

A hallmark of the program was direct engagement with DP World’s senior leadership.

• Executive Sponsorship: Morten Johansen, Chief Operating Officer for DP World in the Americas, served as program sponsor, reinforcing the company’s long-term investment in early talent.
• Fireside Chats: Interns engaged directly with regional leaders including Brian Enright (CEO), Glen Clark (CEO of U.S./Mexico and Regional Head of Contract Logistics), and Patricia Baez (Head of People, Americas).
• Site Tours and Speaker Series: Facility visits and cross-departmental sessions broadened their understanding of DP World’s global reach.
• Final Showcase: The program concluded with interns presenting their projects to senior leaders, highlighting the tangible value they delivered.

Interns reported that these interactions gave them a deeper understanding of how executive decisions are made and made them feel their voices were heard.

Growing Careers, Building Connections

The program also reflects DP World’s commitment to creating a workplace where people can grow, connect, and make an impact. Interns experienced this firsthand through mentorship, exposure to leadership, and opportunities to contribute to projects that mattered.

For Maleah Lambert, a Health and Safety Intern in DP World’s Americas Regional Office in Charlotte, the opportunity to connect her project with the company’s broader priorities was a defining moment: “One of the highlights of my internship was getting hands-on experience with our health and safety operations in Vancouver. It gave me a much clearer understanding of my project and helped me align my recommendations with the company’s high-priority needs. It also gave me the chance to learn as much as I could about how a global company like DP World operates and how all our systems work together toward a shared goal.”

Lucas Gobersztejn – who worked out of DP World’s Freight Forwarding office in Miami –reflected on the practical skills he gained: “Taking charge of real freight moves, working shoulder-to-shoulder with global partners, and building tools that made our operations run smoother were the standout moments of my internship. This experience stretched my logistics know-how, sharpened my on-the-spot judgment, and left me sure that freight forwarding is the lane I want to grow in.”

For DP World, internships are not just a short-term initiative – they are the beginning of a career journey. By offering real-world experiences, mentorship, and meaningful projects, the company shows future talent that this is a place where they can thrive while helping to shape the future of global trade.

Learn more about career opportunities at DP World here.

A Win–Win for Talent and Business

Feedback underscored the mutual benefit. Interns valued the chance to apply their skills in a professional environment while gaining exposure to senior leaders and mentors. Managers appreciated the innovative ideas, added capacity, and enthusiasm interns brought to their teams.

The program also strengthened DP World’s talent pipeline, demonstrating the company’s commitment to being a place where early-career professionals can learn, contribute, and grow.

Leaders see the program as an investment in DP World’s future workforce. Patricia Baez, Head of People for DP World in the Americas, shared: “Our interns brought incredible energy, creativity, and perspective into our business. This program is about more than summer projects – it’s about cultivating the next generation of talent who will help drive the future of trade. We’re committed to giving young professionals the tools and opportunities they need to thrive at DP World and beyond.”

Looking Ahead: Scaling Across the Region

Building on this success, DP World plans to continue expanding the program across the Americas, maintaining the same 10-week structure of embedded projects, executive engagement, and final presentations.

As competition for Gen Z talent intensifies, DP World’s internship program demonstrates how investing in early talent today builds the workforce of tomorrow – while strengthening the company’s own foundation for sustainable growth.

To discover more about DP World’s internship program in the Americas, please visit the website here.

GENEVA, September 16, 2025 /3BL/ – At the recently concluded Tire Emissions Research Conference, the Tire Industry Project (TIP) announced the selection of five proposals under its first Open Call for Projects (OCP) with a total funding of nearly USD 2 million, while launching the second OCP.

The OCPs are designed to enhance scientific knowledge of tire wear emissions and their mitigation, providing financial support to independent projects across the world. Three of the selected projects from the inaugural OCP that was announced at the end of 2024 will focus on researching tire wear emissions in the environment, while two are centered on the development of mitigation solutions. The second OCP being launched now will focus on the potential ecological impacts of tire wear emissions.

“The topic of tire wear emissions is extremely complex – one that requires deep, evidence-based investigation and cross-stakeholder collaboration. Recognizing this, we decided to complement our own research and mitigation initiatives by launching the Open Call for Projects, inviting stakeholders across the world to join us in the quest to uncover this multi-dimensional subject,” said Larisa Kryachkova, Executive Director, TIP.

TIP’s OCP is a global initiative designed to foster innovation and collaboration, with the objective of understanding and addressing the evolving environmental issues relevant to the tire industry.

Dr. John Bucher, part of TIP’s Assurance Group and a member of the OCP evaluation committee said, “Sound science and robust evidence are essential to assessing the environmental challenges we face and to identifying the most effective solutions. Initiatives such as the OCP can act as a tremendous catalyst in this regard, opening a new world of possibilities. We are pleased with the diversity and quality of submissions received, which reaffirms the strong interest in this topic and the desire to engage in collaborative solutions.”

Awardees from the first OCP announced in 2024:

The five chosen projects, listed below, were selected from 22 submissions received over a four-month period:

Research Projects: 

1. Geospatial Record and Interpolation of Tire Wear Pollution in Roadside Soils, Technical University Darmstadt, Germany
2. Tire and Road Wear Particles (TRWP) in Combined Sewer Overflows – A Neglected Pathway of TRWP to the Environment, Gustave Eiffel University, France
3. A Marker Method for the High-Throughput Determination of TRWP in the Environment (T-Mark), Helmholtz Centre for Environmental Research (UFZ), Germany

Mitigation Projects:

1. Assessing Tire Char as a Treatment Media for Stormwater Runoff, Washington State University, USA
2. Green Streets, Clean Waters? Taming Urban Tire Wear Pollution with Green Infrastructure, Ocean Conservancy, USA

All applications were reviewed by the OCP evaluation committee against pre-defined criteria, including relevance to the OCP objectives, feasibility and methodology, innovation and technological impact, economic and societal impact as well as the capabilities of the applicants. The committee, consisting of TIP experts and external technical evaluators, ensured a rigorous and fair evaluation process.

“The initiative reflects our long-term commitment to building a collaborative research ecosystem through public platforms. The OCP takes us one step forward in harnessing the collective brainpower of the scientific community and we look forward to evolving this further in the coming years,” adds Kryachkova.

2025 Open Call for Projects now inviting applications

The focus for the 2025 OCP will be on assessing and measuring the potential ecological impacts (real-world, lab-based or in silico) of tire wear emissions during tire use, including tire chemicals, leachates and their transformation products. This comes as the recently published State of Knowledge paper series uncovered significant knowledge gaps and inconsistencies in scientific understanding of tire wear emissions.

Interested applicants are encouraged to visit https://tireindustryproject.org/open-call-for-projects/ for more information on the OCP, including details of the selection process.

TIP will also host an introductory webinar for prospective entrants on Tuesday, September 23, 2025, at 9.00am CEST and 5.00pm CEST. To register for the webinar, please click here.

The deadline for submission of proposals is January 15, 2026 (17:00 CET).

 

– ENDS –

About TIP

Formed in 2005, the Tire Industry Project (TIP) is a voluntary CEO-driven initiative with a mission to anticipate, understand and address global environmental, social and governance (ESG) issues relevant to the tire industry and its value chain.​

TIP acts by commissioning independent research of the highest standards, collaborating on sectoral solutions and engaging with external stakeholders. ​

TIP is part of the World Business Council for Sustainable Development (WBCSD), bringing together 10 leading tire companies that represent more than 60% of the world’s tire manufacturing capacity. ​

In 2025, TIP marks its 20th anniversary – a milestone that reflects its long-term commitment to advancing scientific knowledge and fostering collective industry action to improve sustainability across the tire value chain.​

For more information, visit The Tire Industry Project.

CLEVELAND, September 16, 2025 /3BL/ – Small business owners faced a tough year, battling rising costs and tariff policies. KeyBank’s (NYSE: KEY) 2025 Small Business Survey found that approximately one in four (23%) small business owners are stuck in survival mode and aren’t focused on long-term planning. Additionally, almost half (46%) of small business owners feel their performance fell short of expectations in 2025.

Still, 40% of small business owners are cautiously planning ahead for their businesses’ futures. Another 46% say they are certain they could cover one month of operating expenses if an emergency arose, down just slightly from KeyBank’s Fall 2024 Small Business Survey (49%), suggesting that they are preparing for stability and sustainability despite uncertainties.

Even with an extra cushion of expenses saved, half (50%) of small business owners say their top concern is inflation and rising costs–far outpacing factors like competition (33%), cash flow (25%) and labor shortages and hiring challenges (22%). In fact, a quarter (25%) of small business owners are increasing prices for customers in light of recent tariffs and rising costs. Cybersecurity also remains a key issue for small business owners, with 41% citing payment fraud as their top concern, followed by phishing and email scams (27%) and identity theft (26%).

With federal legislation changes likely coming in the last few months of 2025, 72% of small business owners are very concerned these changes will have an impact on their operations. But good news: 80% feel confident to make key, informed decisions amid today’s economic and policy uncertainty–though they do admit they might be second guessing at times.

“Navigating the current economic environment has proven to be no small feat for small business owners,” says Mike Walters, President of Business Banking at KeyBank. “It’s reassuring to see small business owners’ passion and perseverance, despite the challenges that have come their way. Their ability to adapt—whether through tightening expenses, finding new ways to serve customers, or preparing for regulatory shifts—shows the grit and creativity at the heart of the small business community. It’s that determination that allows them to build the foundation needed for long-term growth.”

How Small Business Owners are Preparing for What’s Ahead

Looking ahead to 2026, business owners are prioritizing the strategies, resources, and self-care that will help shape their resilience.

• Seeking professional advice: 21% of small business owners agree they’d feel more secure by having regular conversations with their business bankers, with many looking for guidance on cash flow (33%), financial planning (33%), and tax strategy (31%).
• Maintaining personal resilience: 30% of small business owners say they feel more resilient with a good night’s sleep–ensuring they balance daily self-care needs with long-term business planning.

“Small business owners are proving that resilience is more than just surviving challenges; it’s about planning ahead, leaning on trusted advisors, and making sure they have the clarity and confidence to move forward,” said Walters.

Through KeyBank’s Certified Cash Flow Advisor Program, business owners can receive structured, yet flexible advice on how to tackle critical cash flow and financial challenges to better optimize operations. For more information on how KeyBank can help your business, visit: KeyBank Small Business.

Methodology
This survey was conducted online with Survey Monkey, including 2,144 respondents, ages 18-99, from across the United States, who own or operate a small-to-medium size business with an annual gross revenue of less than $10 million, completed the survey in July 2025.

ABOUT KEYCORP
In 2025, KeyCorp celebrates its bicentennial, marking 200 years of service to clients and communities from Maine to Alaska. To learn more, visit KeyBank Heritage Center. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $185 billion at June 30, 2025.

Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 1,000 branches and approximately 1,200 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank Member FDIC.

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CFMA #250908-3472128

AMSTERDAM, HONG KONG, and OAKLAND, Calif., September 16, 2025 /3BL/ – Cascale today announced the launch of the third season of its “Source of Good” podcast. With a thematic focus on decent work, the new season builds on previous conversations about decarbonization and supply-chain sustainability, reflecting Cascale’s commitment to advancing fair, equitable, and sustainable practices across the consumer goods supply chain.

The season will premiere on Tuesday, September 30, with the first episode featuring John Morrison, CEO of the Institute for Human Rights and Business (IHRB) and author of “Just Transition: A Systems-Thinking Approach to Managing Climate Action.“ Over the course of nine bi-weekly episodes, “Source of Good” will bring together global experts and industry leaders shaping the future of work within the context of sustainability. These conversations explore how industry can support workers while accelerating the shift toward a more responsible economy, highlighting stories that reveal both the challenges and opportunities of building resilient and sustainable supply chains.

“The global transition toward a low-carbon economy must respect the rights of workers and all communities directly affected,” said John Morrison, CEO of the Institute for Human Rights and Business. “A just transition is about creating pathways for industries to thrive while ensuring that people and communities are protected, empowered, and included in the process. I’m thrilled to kick off season three of Cascale’s ‘Source of Good’ podcast and discuss why decent work is essential to a truly sustainable future.”

Since its launch, “Source of Good” has featured guests including Lewis Perkins of Apparel Impact Institute (Aii), adventurer and author Rick Ridgeway, and leaders from across the industry, such as Tapestry, Lenzing, Brooks Running, Dunelm, Eileen Fisher, Hirdaramani, and more. With subscribers in over 50 countries, the podcast has become a trusted global space for sharing bold ideas and practical approaches to driving industry-wide impact.

“Every day around the world, millions of people power the consumer goods industry,” said Lee Green, vice president of communications & marketing at Cascale. “By focusing this season of ‘Source of Good’ on decent work, we’re shining a light on the people and practices that can shape a fairer, more equitable industry – and inspiring collective action that benefits us all.”

“Source of Good” is produced by Hueman Group Media, a Webby-winning media company that creates high-caliber podcasts for social change and impact. The show is hosted by Rachel Lincoln Sarnoff, Cascale’s communications director and a former journalist. “Source of Good” is available on Apple Podcasts, Spotify, iHeart Radio, Amazon Music, and other major platforms.

For more information and to listen to the “Source of Good,” visit cascale.org/resources/podcast/ or subscribe to Cascale’s newsletter for updates.

Editors: For more information, please contact cascaleforster@forster.co.uk. 

ABOUT CASCALE

Cascale is the global 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

Water stewardship has a critical role to play in the fight against the climate crisis – it’s one of the key threads connecting climate action, environmental health, and community resilience. In this episode, we discuss regional water stewardship, technological opportunities and perceptions within the business community. We hear from the host of this episode, Beatrice Bizarro,  Water Stewardship Technology lead at HPC Italy and the Inogen Alliance Global Water Working Group Leader, along with Annika Taylor, Senior Consultant at Peter J. Ramsay & Associates in Australia, Natalya Holm, Climate Risk & Water Stewardship Services Lead at Antea Group USA, and Chris Shanks, Environmental Discipline Manager and Environmental Scientist at Tonkin + Taylor in New Zealand.

Listen now on:

Apple Podcasts

Spotify

YouTube

 

Rethinking EHS: Global Goals. Local Delivery.

The key to a sustainable future lies in our ability to coordinate global efforts built on the foundation of local expertise. So how can those of us passionate about protecting planet and people harness this knowledge and turn it into practical solutions on a worldwide scale?

On this podcast, we’ll traverse the globe to unearth the stories of EHS and sustainability communities making an impact on the ground. We’ll share compelling stories from biodiversity and energy transition to workplace safety and more; expert insights, on topics such as PFAS and CSRD, and diverse perspectives to highlight tangible solutions and share innovative strategies to drive change.

Whether you’re an EHS practitioner, a sustainability specialist, or a leader striving to improve your organization, join us, as we explore the path forward and Rethink EHS.

Brought to you by Inogen Alliance.

For companies operating across borders, managing environmental, health, and safety (EHS) performance consistently can be a challenge. That’s where EHS management systems come in. These systems provide a structured framework for managing risk, maintaining compliance, and supporting organizational goals—from worker wellbeing to sustainability and operational excellence.

Many companies look to international standards like ISO 14001 (environmental), ISO 45001 (occupational health and safety), and ISO 45003 (psychosocial health) to guide the development and implementation of these systems. But aligning with these standards and making them work across global operations isn’t always straightforward.

This article explores what EHS management systems are, the role of ISO standards, common missteps, and how organizations can build systems that truly work across cultures and regions.

What Is an EHS Management System?

An EHS management system is a repeatable, organization-wide process to identify, control, and continuously improve EHS performance. For multinational companies, properly developed and implemented systems help ensure:

• Compliance with local regulations
• Reduced risk across diverse jurisdictions
• Consistency in processes, training, and expectations
• A centralized way to report, improve, and track progress

While some companies pursue certification to ISO standards, others align with the frameworks without formally certifying. Either way, the key is operationalizing these systems—not just creating documentation to pass audits.

When systems become check-the-box exercises, they tend to break down at the site level. Local teams may ignore them, find them irrelevant, or struggle with integration. That’s when real risk and missed opportunity emerge.

A Look at Key ISO Standards in EHS

Several ISO standards support effective EHS management systems:

• ISO 14001 – Environmental management. Helps organizations reduce environmental impact and comply with local laws.
• ISO 45001 – Occupational health and safety. Offers a global standard for creating safer workplaces.
• ISO 45003 – Psychological health and safety. Addresses mental wellbeing in the workplace—especially relevant as expectations evolve.
• ISO 9001 & 50001 – While not EHS-specific, they support quality and energy management goals and often overlap with EHS efforts.

Common Global Implementation Challenges

Even with good intentions, many companies hit roadblocks when implementing ISO-aligned systems across multiple regions. Common issues include:

• Applying a one-size-fits-all system that doesn’t reflect regional realities
• Lack of stakeholder buy-in from business units, HR, or operations
• Disconnect between corporate strategy and local execution
• Overly complex documentation that local teams can’t follow
• Unclear ownership, especially around emerging topics like psychological health

Without alignment and communication, even a well-designed system can fail in practice. Reputational damage, loss of certification, and even business loss can result—especially when clients require certification as a condition of doing business.

What High-Performing Companies Do Differently

In our experience, companies with strong EHS systems share a few traits:

• They understand their risk profile across jurisdictions
• They start with governance and goals, not checklists
• They map documentation in tiers: corporate policies, minimum standards, regional/site requirements
• They invest in internal audits, legal registers, and proactive risk tracking
• They get buy-in from leadership and business units early
• They adapt systems to the local site and culture, not the other way around

Strong systems aren’t static. They are living frameworks that evolve as the business and risk environment change.

How Inogen Alliance Supports EHS Management Systems

Inogen Alliance helps organizations build and improve EHS management systems through:

• Gap analysis to identify what’s missing before external audits
• Readiness audits to test systems ahead of certification
• Document development, from policies to procedures and SOPs
• Internal auditing to assess and improve performance
• Training and rollout support to drive consistency across regions
• Providing local expertise to ensure management systems align with the needs of operating jurisdictions and varying needs of different business units
• Guiding organizations in selecting feasible goals and strategic direction aligning with company vision and needs
• Implementation support

We design systems around your needs and culture. Whether you’re aligning to a standard or pursuing certification, our support is designed to help you stay resilient and compliant in every region.

Making EHS Management Systems Work for You

Building an EHS management system that works across global operations takes more than a checklist. It requires clear governance, cross-functional buy-in, and practical implementation across diverse sites and cultures. Whether you’re aligning with ISO standards or preparing for certification, the right approach can drive consistency, reduce risk, and support long-term performance.

Want to see how other companies are approaching this?

• Case Study: ISO 14001 Audit for a Global Technology Client
  How one multinational assessed its EHS system readiness across multiple global sites.
• Case Study: The First Public Petroleum Sector Company to Acquire ISO 50001 Certificate in Egypt
  How a petroeum company worked with our local Associate to achieve this milestone achievement
• Podcast: Bridging Occupational Safety Across Borders
  Insights from the field on applying ISO frameworks and managing site-level adoption worldwide.

If you’re looking to strengthen or scale your EHS management system, Inogen Alliance can help. Contact our team today to build a framework that works across borders, aligns with ISO standards, and supports safer, more sustainable operations. 

Inogen Alliance is a global network made up of over 70 of independent local businesses and over 6,000 consultants around the world who can help make your project a success. Our Associates collaborate closely to serve multinational corporations, government agencies, and nonprofit organizations, and we share knowledge and industry experience to provide the highest quality service to our clients. If you want to learn more about how you can work with Inogen Alliance, you can explore our Associates or Contact Us. Watch for more News & Blog updates, listen to our podcast and follow us on LinkedIn.

ATLANTA, September 16, 2025 /3BL/ – The Association of Corporate Citizenship Professionals (ACCP) today announced the 2025 Purpose Award winners, recognizing exceptional leaders in corporate social impact. 

Presented in partnership with Rocket Social Impact, the awards recognize corporate social impact professionals who are making a meaningful impact in their companies and communities.

This year’s recipients are: 

• Joe Hinrichs, President and CEO, CSX – Champion for Change
• Michele Malejki, Global Head of Social Impact, HP Inc. & Executive Director of the HP Foundation – Trailblazer
• Danielle Nickerson, CSR Manager, Toyota Material Handling – Rising Star
• Duke Energy Foundation – Corporate Social Impact Team of the Year

“We’re proud to celebrate these outstanding leaders who are pushing the boundaries of what corporate social responsibility can achieve—especially when the work is increasingly complex and more scrutinized than ever,” said Andrea Wood, President and CEO of ACCP. “Their passion and ingenuity remind us of the power of purpose-driven leadership—and what’s possible when business success and social impact are aligned.”

“The scope and pressure of CSR roles are only growing, with professionals being asked to deliver more impact across more fronts,” said Rich Maiore, CEO & Founder of Rocket Social Impact. “Now more than ever, it’s essential to recognize the value these leaders bring—to their companies, their communities, and to global progress.”

The Champion for Change Award recognizes a C-suite executive who provides leadership that advances both social and business impact in communities where the company operates and globally. Joe Hinrichs works to embed community investment as a priority across the company, and his focus on employee volunteerism as a means to collaboration and engagement makes him an exemplary Champion for Change.

The Trailblazer Award honors a senior CSR practitioner whose leadership, strategy, and partnerships resulted in significant business and societal impacts. As Global Head of Social Impact, HP Inc. & Executive Director of the HP Foundation, Michele Malejki’s work on the organization’s Digital Equity Accelerator, and other digital equity initiatives and partnerships, has helped work toward HP’s goal to accelerate digital equity for 150 million people by 2030 by equipping disconnected adolescents and adults with the critical skills needed for the Future of Work. 

The Corporate Social Impact Team of the Year Award recognizes a team of corporate social impact practitioners whose collaborative and innovative approach to a project or program generated significant business results for the company and social impact in the community. As the triple whammy of storms in 2024 – Hurricanes Debby, Helene, and Milton – brought widespread devastation, Duke Energy Foundation innovated its grant programs and acted swiftly to provide vital support across all seven of Duke Energy’s service areas.

Finally, the Rising Star Award is presented to an emerging professional in corporate citizenship whose work creates a meaningful impact both inside and outside the company, often requiring influence well beyond their position. As CSR Manager, Danielle Nickerson oversees volunteerism and all aspects of corporate giving at Toyota Material Handling. Her initiatives have contributed more than 12,850 hours of community service and $1M in economic impact in the past year.

Separate committees of judges chose this year’s Purpose Award winners, comprised of past Purpose Award recipients and current corporate social impact industry leaders.

 

The Association of Corporate Citizenship Professionals (ACCP) is the preeminent membership organization advancing the practice of corporate social impact. ACCP increases the effectiveness of CSR & ESG professionals and their companies by sharing knowledge, fostering solutions, and cultivating inclusive and supportive peer communities. ACCP amplifies the voices of its practitioner network to elevate strategies that work, provide innovative solutions, and expand impact. www.accp.org
 

Rocket Social Impact is a leading CSR & ESG consultancy, advising established and emerging companies on their social impact strategy, implementation, and communication. Go further, faster. www.rocketsocialimpact.com

The following is an excerpt from Southwire’s 2024 Sustainability Report: Wired for the Future. To read the full report, visit https://southwire.com/sustainability.

We are in the business of making critical infrastructure safer, transforming how people travel and connect, and making power grids more resilient to a changing climate. Southwire’s technologies are also a critical enabler of the energy transition, with electrification among the most effective strategies for reducing greenhouse gas (GHG) emissions. As our Vision goes, We Deliver Power…Responsibly®. These are a few projects that helped us further that Vision in 2024:

TEAMING UP TO DECARBONIZE CABLE PRODUCTION 

Southwire joined forces with Levidian, a British climate tech leader, to bring its innovative decarbonization technology to North America for the first time. Southwire will use Levidian’s LOOP technology to separate the hydrogen and carbon (in the form of graphene) from methane. The hydrogen can be used to produce a hydrogen-rich blend gas. We will explore applications for graphene derived from the process to increase the performance of various materials, such as coatings and wire and cable compounds.

ADVANCING SUSTAINABLE INSULATING COMPOUNDS 

Insulating compounds are critical in most wire and cable products, helping to ensure safety, prevent short circuits and extend product lifespans by protecting the conductor within. In 2024, we moved into phase two of a project to identify more sustainable forms of insulating compounds, which we kicked off in 2023. We also focused on ensuring a resilient supply chain of these components to support Southwire’s business needs.

CHARGING AHEAD ON EV INFRASTRUCTURE

As many businesses and communities seek more sustainable modes of transportation, EVs are playing a leading role. Southwire is pushing this technology forward, with our teams completing the development of new liquid-cooled charging cables in 2024. Our next step is to begin production of the cables, which will help power electric buses and trucks.

ENHANCING EFFICIENT TRANSMISSION 

Communities rely on reliable grid infrastructure, and Southwire is developing new products to make power transmission more efficient. In 2024, we validated a novel overhead conductor that uses a high-performance coating to reduce power losses. The new AmpaMax™ transmission conductor coating is set to launch in late 2025.

EXPANDING HYDROPOWER FROM QUEBEC TO QUEENS 

As the most-populated city in the U.S., New York has an important role to play in the transition from fossil fuels to clean energy. This work will get a major boost from the Champlain Hudson Power Express® (CHPE), a fully buried transmission line that will bring 1,250 megawatts of low-cost renewable power from the U.S.-Canadian border into Queens, New York. Southwire partnered with NKT to manufacture underground power cables for the project, which we continued to produce in 2024.

COFER CENTER EXPANSION

Meanwhile, we commenced construction of a new R&D facility at our Carrollton, Georgia, headquarters that will expand our R&D capabilities. We also modernized the existing Cofer Center, a 30-year-old R&D facility, bringing it up to date with enhanced infrastructure. Both the new and existing facilities have been renovated with HVAC and a more sustainable, efficient ground-source thermal heating and cooling system. We are also pursuing Leadership in Energy and Environmental Design (LEED) Silver certification for the new center to ensure the facility meets globally recognized green building standards.

To learn more about Southwire’s sustainability initiatives, visit https://southwire.com/sustainability.