Safeguarding Our Future: Corporate Responsibility in Building Climate-Resilient Communities

BETHESDA, Md., November 20, 2025 /3BL/ – Tandem Global announces the release of a new white paper, Safeguarding Our Future: Corporate Responsibility in Building Climate-Resilient Communities, available for download today.

As climate-related disasters intensify, the need for proactive resilience planning has become critical. Global disaster relief costs now exceed $200 billion annually, while floods, droughts, and extreme weather continue to disrupt lives and infrastructure. The World Health Organization projects that climate change could cause an additional 250,000 deaths per year between 2030 and 2050, underscoring the urgency of coordinated action.

This white paper highlights how corporations can play a vital role in strengthening community resilience. By leveraging their resources, global reach, and influence, businesses can help safeguard natural resources, enhance infrastructure, and support vulnerable populations. Through innovative strategies and partnerships, corporate leaders are demonstrating that resilience is not just a moral imperative; it’s a foundation for long-term stability and shared prosperity.

Featured case studies include:

  • BASF, Riverview Earth Day Planting: Riverview, MI
  • Bridgestone Americas, Bridgestone Neumaticos de Monterrey: NL, Mexico
  • Cemex, Atotonilco: Cerro Jardín + Xoyatla + Coayuca: Hidalgo, Mexico
  • DTE Energy, Downtown Detroit Headquarters Complex: Detroit, MI
  • Exelon, Gwynedd ROW Stewardship Program: North Wales, PA
  • General Motors, Restoration and Conservation of Ecosystems, Bogotá, Colombia
  • WM, Twin Creeks Landfill: Ontario, Canada

About Tandem Global

Tandem Global (formerly Wildlife Habitat Council and World Environment Center), provides the know-how and the network to move business and the environment forward, together. Across sectors and at all levels of its member organizations, Tandem Global works to facilitate long-term and lasting impact on all aspects of our natural world. It connects leading thinking with practical solutions that positively impact climate, nature, and water. From field operations to boardrooms and beyond, corporate leaders turn to Tandem Global for impact strategies and resilient solutions that can support a better future. Tandem Global is headquartered in Bethesda, MD, USA, with locations across the U.S., in Latin America and Munich, Germany. For more information visit tandemglobal.org.

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INTRODUCING THE ALL-NEW 2027 KIA TELLURIDE: FIRST-EVER HYBRID, INCREASED X-PRO CAPABILITY ELEVATE THE THREE-ROW SUV


  • Power meets efficiency: Available turbo-hybrid with 329HP and rated at up to a Kia-estimated 35 mpg1 combined and a total Kia-estimated driving range of 600 miles2.

  • Standard turbocharged power: With nearly 50 lb.-ft. more torque

  • Comfortably rugged: Newly upgraded X-Pro adds wider all-terrain tires than before, with new advanced E-LSD system3, new multi-terrain AWD3 mode, new off-road vehicle status screen and new Ground View Monitor4 all riding on an elevated 9.1-inches of ground clearance.

  • Larger dimensions: Provides more second-row headroom, class-leading legroom5, improved third-row seat access, plus more cargo space behind the 3rd-row.

  • Stretch Out: New, available front relaxation seats with leg rests and a driver massage function, new power-operated and available climate-controlled second-row captain’s chairs, all enveloped in a quieter interior.

  • Innovation Meets Function: New available power tilt/telescope steering wheel with memory, available heated seats for all 3-rows6, new dual wireless phone chargers7 for front passengers, and new Ground Lighting (X-Pro exclusive).

  • Next generation technology: Available compatible smartphone or smart watch vehicle access, available YouTube and Netflix streaming; available custom display themes for all 30 NBA teams and some of Disney’s© most iconic brands8.

  • Enhanced Safety System: 10 airbags including a front-row center airbag, enhanced rigid body structure that targets IIHS Top Safety Pick+.

  • Coming Soon: The 2027 Telluride is targeted to go on sale in the U.S. in first quarter of 2026, and will be assembled in West Point, Ga.

LOS ANGELES, Nov. 20, 2025 /PRNewswire/ — Today, Kia unveiled the upcoming next-generation 2027 Telluride SUV at the 2025 Los Angeles Auto Show. The confident and composed three-row Telluride bows as Kia’s flagship SUV while also introducing an all-new available hybrid powertrain. Wrapped in a contemporary aesthetic that evokes the core Telluride design principles while embracing Kia’s Opposites United form language, the 2027 model lays the groundwork for countless new adventures in either 7-or-8-passenger seating configurations.

Experience the full interactive Multichannel News Release here: https://www.multivu.com/kia/9311055-en-new-2027-kia-telluride-hybrid-x-pro-suv

“With the launch of the second-generation Telluride, our design and product planning team had an incredible challenge: Develop an all-new SUV that was its own, unique product, while encapsulating many of the elements that made the original Telluride a historic success,” SeungKyu (Sean) Yoon, President and CEO of Kia North America and Kia America. “The 2027 Telluride is a capable and sophisticated SUV that embodies our approach to bringing innovative, consumer-focused products to market.” 

With greater overall length, more cargo space and interior roominess, along with a sanctuary-like cabin outfitted with features and materials typically found in luxury SUVs, the second-generation Telluride arrives standard with a turbocharged powertrain and will also be available with a turbocharged hybrid powertrain with up to 329 horsepower and has a rating of a Kia-estimated 35 MPG combined1. Thoughtful features abound. Available full LED Ground Lighting and a new Ground View Monitor4 (X-Pro trim exclusive), standard wireless Apple CarPlay9 and Android Auto10 across every trim level, along with a host of new convenience and technology features, set a new benchmark.

Offered in LX, S, EX, SX and SX-Prestige trims, as well as stylish X-Line and capable X-Pro trims, the 2027 Telluride is expected to arrive in the United States in Q1 2026. Pricing will be announced closer to its on-sale date.


Exterior Design: Precision in Motion

The Telluride’s chiseled exterior design captures the spirit of the Rocky Mountains and its namesake Colorado town. A broad hood establishes a powerful stance, while vertical headlamps frame the high-gloss grille. Advanced lighting signatures create a high-tech, futuristic impression. Fluid body contours lend an elegant shape to the side profile, while aggressively defined triangular creases in the fenders resemble the chiseled facets of a diamond. Upward-flowing character lines give the impression of lifting the vehicle, while sculpted notches in the wheel wells are a smart and deliberate interruption. Flush door handles, as offered on the Kia EV6 and EV9 models, lend to a clean and modern appearance. Such details contribute to a reduction in drag coefficient from 0.33 to 0.30.

Telluride X-Line and X-Pro variants wear blacked-out wheel arches, side mirrors, beltline trim, and D-pillars. Raised roof rails11 reinforce an adventurous profile and are ready to carry the gear that takes you off the grid. Up front, a bold mesh-type grille is paired with a squared-off lower black bumper. The X-Pro comes standard with wider all-terrain tires and increased 9.1 inches of ground clearance, while the X-Line boasts unique 21-inch wheels.

Interior Design: A Dreamer’s Sanctuary

Inside the Telluride’s cabin, opposites unite in a space that is both expansive and intimate; modern and yet harmonized with nature. The dash, instrumentation, and infotainment have a curved, wrap-around design. Wood-based textures add warmth, and hidden door handles tucked into the armrests blend function into form. Meanwhile, a grip handle on the front-center console (a nod to a signature interior element from the 1st generation Telluride) imbues the cabin with a sense of stability and rugged functionality. Durable SynTex upholstery with available SynTex suede inserts boost visual appeal.  Available indirect LED ambient cabin lighting hues add a touch of aesthetic refinement more commonly found in luxury vehicles. In pursuit of a hushed cabin experience, the Telluride features a new comprehensive Noise Vibration and Harshness (NVH) package. This includes enhanced triple door seals, expanded use of sound absorbing materials, and increased door glass thickness.

The all-new Telluride treats occupants to greater comfort, including available wider front relaxation seats with power leg rests. The available Ergo Motion driver’s seat uses air pockets to provide a massage, adjust cushioning, and support the driver. Also new is the available memory-enabled power tilt-and-telescoping steering wheel. Dual standard wireless charging pads offer convenient charging for both front occupants.

For second-row passengers, newly available power-operated captain’s seats with individual heated6 and ventilated seat functions provide first-class accommodations. The available heated third-row seats6 offer a new level of comfort to rear-seat occupants. There are additional cupholders and an available two-tier sliding tray that also opens to reveal a functional storage compartment. Multiple USB-C fast-charging ports around the cabin make it easy for occupants to plug in devices in all three rows.

The 2027 Telluride boasts a 116.9-inch wheelbase, and 199.2-inch overall length (an increase of 2.7 and 2.3 inches, respectively). This translates into greater legroom comfort in the second and third rows. A new second-row bench seat design is intended to allow a variety of child seats to remain in place while accessing the third row. It also slides further forward than before, allowing for more room to access the third row12. The increased vehicle length allows for more cargo space behind the third row and contributes to an overall maximum cargo area of 86.9 cubic feet13. With the second row upright, there is 46.3 cubic feet of cargo space. With all seats upright, there is 22.3 cubic feet of cargo space (21.3 in Turbo-Hybrid) behind the third-row seats. Cargo area features behind the third row include a standard folding luggage table with integrated cupholders, as well as a lower storage area with movable and removable dividers for flexible storage solutions.14

Telluride Technology: Connected to Your World

At the heart of the Telluride’s dash is an infotainment system that is as intuitive as it is pleasing to the eyes. The innovative Connected Car Navigation Cockpit (ccNC) operating system spans more than half of the dash and is available with dual 12.3-inch panoramic digital displays15. The ccNC operating system features over-the-air16 update capability, enabling vehicle software updates, enhancing onboard systems including info-screens and navigation. Wireless Apple CarPlay9 and Android Auto10 are standard across all trims. Furthermore, Kia’s generative AI voice assistant allows for a more natural conversation, including the ability to ask for suggestions, or even play some voice games on the go. This can all be initiated simply by saying, “Hey, Kia…”. For audiophiles, the available Meridian17 premium stereo system benefits from two additional speakers for a total of 14 as well as a larger 10-inch subwoofer. The enhanced ultrawideband-based Digital Key 2.018 allows customers to use their compatible Apple and Samsung smartphones or an NFC-enabled smart card as virtual vehicle keys to lock, unlock, and start the vehicle. These keys can be shared with up to three friends and family on compatible devices, including an Apple Watch9.

The Telluride SXP models also come equipped with an enhanced Full Display Digital Rear View Mirror19, providing a wide, unobstructed field of view for the driver. The larger 12-inch head-up display (HUD)20 projects key vehicle information, including speed, turn-by-turn navigation, and safety alerts directly on to the windshield.

True connectivity in 2027 goes well beyond maps and texting. The 2027 Telluride comes equipped with Entertainment and Data Services21, which supports streaming for Disney+, Netflix, and YouTube. Additionally, available display themes allow the driver to express themselves with exclusive artwork from some of Disney’s©8 most iconic brands, which will be introduced throughout 2026. Display themes are also available for all 30 NBA teams. Getting home is more convenient thanks to Kia myQ Connected Garage22. Using geo-fencing, the system can detect your vehicle’s proximity and automatically opens or closes the garage door as you approach or leave home. Experience all the new ways to stay connected and entertained with these upcoming features and more, all available in the Kia Connect Store.

Telluride Powertrain: The Power of Choice

Whether you are an urban explorer, an outdoors enthusiast, or just want to conquer the commute, the Telluride delivers. The 2.5-liter turbo and 2.5-liter turbo hybrid powertrains are both enhanced for a wide range of conditions, delivering lively power, and the capability for towing toys on a weekend adventure. The Telluride 2.5-liter turbo develops 274 horsepower and 311 lb.-ft. of torque. This is a stout increase of 49 lb.-ft. over the previous ICE powertrain. Power is routed through an eight-speed automatic transmission to the front wheels or available all-wheel drive3. Standard on X-Pro and available on all other ICE and HEV trims, the integrated tow hitch blends into the rear bumper and can be hidden from view when not in use. When equipped, the turbo powertrain delivers up to 5,000 pounds of towing23 capacity while the HEV can tow up to 4,500 pounds23, and the available self-leveling rear suspension system delivers confidence while towing.

Telluride models equipped with all-wheel drive provide active distribution of torque to help improve off-road traction. X-Pro all-wheel-drive models with the Electronic Limited Slip Differential (E-LSD) takes confident control a step further by calculating the driving conditions and controls the AWD to modulate power from front to rear and from left to right. A center differential lock maintains an even 50/50 front/rear torque split.

The turbo hybrid powertrain ushers in a new era for the Telluride, providing confident performance and acceleration, with a Kia-estimated rating of up to 35 mpg1 combined and a total Kia-estimated driving range of 600 miles2. The Telluride hybrid combines the 2.5-liter turbo powertrain with a 1.65-kWh lithium-ion battery and electric motors to make a combined 329 horsepower and 339 lb.-ft. of torque. That’s up to a 38-hp increase over the powerplant in the previous Telluride (291 hp) and 77 lb.-ft. more torque (262 lb.-ft.).

The hybrid routes power through a 6-speed automatic transmission, sent to an available all-wheel drive system3.  The hybrid is standard with electronic dynamic torque vectoring control (E-DTVC)3. This system is designed to help the driver achieve improved handling and stability by leveraging braking and motor control. The result is sophisticated power delivery and handling dynamics in a smooth, quiet ride.

Regardless of powertrain, the Telluride comes standard with Rack Mounted Motor Driven Power Steering (R-MDPS), replacing the column-mounted system found in the previous generation. R-MDPS offers improved feedback and responds more quickly to driver inputs. Precision is also enhanced, providing improved handling through corners and better high-speed stability.

The Telluride Hybrid also features Stay Mode. Stay Mode leverages the Telluride hybrid’s battery pack to operate climate control, cabin lighting, stereo, and other vehicle systems for about 20 minutes or until the HEV battery is drained to about 20 percent without activating the internal combustion engine.

Adventure-Ready X-Pro: Equipped to Explore

The Telluride X-Pro is designed for rugged excursions without compromising the dependable attributes that make it a stellar family vehicle the rest of the year. The Telluride X-Pro adds an exclusive suspension with additional stroke, e-LSD, and an impressive 9.1-inches of ground clearance, as well as multiple Drive Modes, including Terrain Mode. This rugged halo variant of the Telluride features front and rear recovery points, and all-terrain tires, giving enthusiasts the critical power delivery and increased traction that they need while getting away from it all.

It also delivers the technology they need to help master the trail, thanks to the introduction of the Ground View Monitor3. This system displays a composite view of the ground when driving below 6 mph. It uses onboard cameras and can be selected from the new off-road vehicle status screen accessed through the infotainment system. Among other important information, the screen illustrates pitch, roll and steering angle. Lastly, exclusive to the X-Pro, Ground Lighting on the front, side and rear areas surrounding the Telluride help illuminate your family camping adventures.

Telluride ADAS: Confidence and Added Peace of Mind

The all-new 2027 Telluride is equipped with a robust roster of standard and available Advanced Driver Assistance Systems (ADAS)3, including Highway Driving Assist, Lane Following Assist, Forward Collision Avoidance Assist, Safe Exit Warning, Driver Attention Warning, and Intelligent Speed Limit Assist.  Available Highway Driving Assist 2 is a driver convenience system that is designed to help maintain a predetermined distance from the vehicle detected in front, keep the vehicle within detected lane markers on certain highways, and assist in lane changes under certain conditions. Standard Lane Following Assist is a driving convenience feature that is designed to help the vehicle stay in the center of detected lane markers.

Other helpful ADAS features include Blind-Spot Collision Warning and available Blind-Spot View Monitor, which are designed to help detect vehicles approaching from behind in the next lane and, in a variety of circumstances, applying brakes to help mitigate some collisions while making lane changes.

The Telluride comes standard with a Rear Occupant Alert System, which goes beyond a mere reminder. This system uses in-cabin radar motion sensors to detect the presence of occupants in the second and third rows. When the vehicle is parked and turned off, an initial visual reminder is issued to the driver. If the reminder does not yield a response, a secondary alert—both audible and visual—is activated to further prompt the driver. Finally, the feature can send a push notification to a compatible smartphone with the Kia Access app installed. Safe Exit Warning and Safe Exit Assist24 is designed to provide alerts to occupants if another vehicle is approaching when exiting the vehicle.

Among its 10 standard airbags, the redesigned Telluride now comes equipped with a front-row center airbag. Located between the driver and front passenger, this new additional airbag is intended to reduce front-passenger impacts in certain collisions.

Telluride Availability

The all-new 2027 Kia Telluride is anticipated to go on sale in the U.S. in Q1 2026, and will be assembled in Kia’s West Point, Georgia, plant. Pricing, timing availability, specific trim details, and EPA-rated fuel economy estimates are subject to future announcements.

Kia America – about us

Headquartered in Irvine, California, Kia America continues to top automotive quality surveys. Kia is recognized as one of the TIME World’s Most Sustainable Companies of 2024. Kia serves as the “Official Automotive Partner” of the NBA and WNBA and offers a range of gasoline, hybrid, plug-in hybrid, and electric vehicles sold through a network of nearly 800 dealers in the U.S., including several SUVs proudly assembled in America*.

For media information, including photography, visiwww.kiamedia.com. To receive custom email notifications for press releases the moment they are published, subscribe at www.kiamedia.com/us/en/newsalert

* Select trims of the 2025 all-electric EV6 and EV9 all-electric three-row SUV, Sportage (excludes HEV and PHEV models), Sorento (excludes HEV and PHEV models), and Telluride are assembled in the United States from U.S. and globally sourced parts.


1 Not official EPA estimates. Actual mileage will vary with options, driving conditions, driving habits and your vehicle’s condition. Mileage and range based on EX FWD HEV equipped with 18-inch tires.
2 Kia-est. total driving range based on preliminary manufacturer estimates. Range assumes 100% of a full tank used before refueling. Actual range may vary. Kia recommends you refuel as soon as possible after the low fuel warning light illuminates or sooner.
3 No system, no matter how advanced, can compensate for all driver error and/or driving conditions. Always drive safely.
4 Ground View Monitor does not display live video and is not a substitute for safe driving. GVM may not display all objects beneath the vehicle. Always drive safely and use caution.
5 Comparison based on publicly available data regarding second row legroom in 2025 and 2026 midsize 3-row SUV as of November 2025. Midsize 3-row SUV class as defined by Kia segmentation.
6 Heated seats are only on outboard seats.
7 Charging system only works with select devices. Refer to the vehicle’s Owner’s Manual for warnings and instructions.
8 Display Themes are only available on models that have the latest ccNC (Connected Car Navigation Cockpit) based infotainment system. An active Kia Connect subscription is required to utilize Display Themes. Without and active Kia Connect subscription, Display Themes will not be operational. Once purchased, Display Themes are limited to use on the specific vehicle tied to purchase and cannot be transferred to other vehicles.
9 Apple CarPlay runs on smartphone cellular data service. Normal data rates apply. Apple and CarPlay are trademarks of Apple, Inc.
10 Android Auto vehicle user interface is a product of Google and its terms and privacy statements apply. Requires the Android Auto app on Google Play store and an Android compatible smartphone running Android 5.0 Lollipop or higher. Data plan rates apply. Android, Android Auto, and Google Play are trademarks of Google LLC.
11 Roof rail crossbars and roof rack attachments sold separately and not included. Always carry cargo safely.
12 Tilt and slide function of the 2nd-row seats are limited to the following bench seats:
Bench (LX and ICE EX ): Only applicable to the RH (front passenger) side only (the 40 portion of the 60/40 split)
Captain’s Chairs (all trims except LX and ICE EX): Applicable to both seats.
13 All cargo should be evenly distributed and properly secured and never piled higher than the seatback.
14 Lower storage area with removable dividers is exclusive to ICE Turbo model. Not available on HEV.
15 Distracted driving can result in the loss of vehicle control. When operating a vehicle, never use a vehicle system that takes your focus away from safe vehicle operation.
16 Over-the-Air features and updates may require an additional cost and may vary by model, model year, and trim level. Features, specifications, and fees are subject to change. Kia Connect subscription is required and Kia Connect terms and conditions apply.
17 Meridian® is a trademark of Meridian Audio Ltd.
18 Digital Key requires an eligible Kia Connect subscription and a compatible smart device with an active data plan. Normal cellular service rates may apply when using a smart device.
19 Full Display Mirror® is a registered trademark of Gentex.
20 Failure to pay attention to travel conditions and vehicle operation could result in loss of vehicle control. Always drive safely and use caution.
21 Additional subscriptions may be required for streaming services. Vehicle must be parked for video streaming and gaming features.
Entertainment and Data Services is available only in eligible vehicles. A Kia Connect subscription is required. Use of Entertainment and Data Services is subject to agreement to the Kia Connect Privacy Policy (Privacy Policy) and Terms of Service (Terms of Use & Service | Kia). Verizon is the network provider for Entertainment and Data Services, which uses Verizon’s 4G LTE network to transmit data. Data usage applies, and data speed and storage depend on package purchased. Entertainment and Data Services may require vehicle cellular connectivity and availability of vehicle GPS signal; certain services may collect location information. Coverage not available everywhere. See https://www.verizon.com/coverage-map/ for coverage map. Use of Entertainment and Data Services is subject to Verizon Wireless’s Customer Agreement https://www.verizon.com/about/terms-conditions/overview.
22 Kia myQ Connected Garage is available only on vehicles with a ccNC head unit. Kia Connect and myQ accounts are required to activate your myQ-enabled garage door opener. This feature depends on various other factors in the vehicle such as LTE network coverage to transmit data. Coverage not available everywhere. Certain services may collect location information and data usage applies. Kia Connect terms and conditions apply. Kia myQ Connected Garage is subject to a functioning link between Kia Connect and myQ accounts, as well as myQ systems availability. Speed of the network communication is dependent on the systems and LTE network coverage.
23 Towing requires additional equipment. See Owner’s Manual for towing capacity, additional instruction and warning. Always use caution while towing.
24 When engaged, Safe Exit Assist is not a substitute for one’s attention and may not detect all objects surrounding the vehicle. Always pay attention to traffic and to the area around your vehicle when exiting the vehicle.

The all-new 2027 Kia Telluride’s power meets efficiency with an available turbo-hybrid producing 329 HP and rated at up to a Kia-estimated 35 mpg combined.
The all-new 2027 Kia Telluride’s power meets efficiency with an available turbo-hybrid producing 329 HP and rated at up to a Kia-estimated 35 mpg combined.
Whether you are an urban explorer, an outdoors enthusiast, or just want to conquer the commute, the Telluride delivers 274 horsepower and 311 lb.-ft. of torque, nearly 50 lb.-ft. more torque over the previous ICE powertrain.
The all-new 2027 Kia Telluride X-Pro is more capable than ever with wider all-terrain tires than before, a new advanced E-LSD system, new multi-terrain AWD mode, new off-road vehicle status screen and new Ground View Monitor, all riding on an elevated 9.1-inches of ground clearance.
The all-new 2027 Kia Telluride’s larger dimensions provide more second-row headroom, class-leading legroom, improved third-row seat access, plus more cargo space behind the 3rd-row.
Kia_New_Logo

 

Cision View original content:https://www.prnewswire.com/news-releases/introducing-the-all-new-2027-kia-telluride-first-ever-hybrid-increased-x-pro-capability-elevate-the-three-row-suv-302621839.html

SOURCE Kia America

BIER Member Spotlight: Mary Beth Cote-Jenssen

Name: Mary Beth Cote-Jenssen | Environmental Sustainability Senior Manager

Company:  PepsiCo, Inc.

Connect with Mary Beth on LinkedIn

Welcome to our series aimed at spotlighting the individual leaders within BIER member companies and stakeholder organizations. Learn how these practitioners and their companies are addressing pressing challenges around water, energy, agriculture, climate change, and what inspires each of them to advance environmental sustainability in the beverage sector and collectively, overall.

Briefly describe your role and responsibilities and how long you have worked with your company.

I joined PepsiCo in 2022 and work within our Global Sustainability Office, specifically focused on water stewardship. My role includes leading our watershed health initiatives, those tied to our supply chain supporting our Restore and Protect targets, and those tied to operations, including replenishment efforts and our Alliance for Water Stewardship goal. I also lead our water risk assessment process, which evaluates both our company-owned manufacturing facilities and those of our franchise bottlers.

It’s a unique and rewarding role, especially because it allows me to drive impact at both the facility and watershed levels, and contribute to programs that have the potential to strengthen ecosystems, communities, and agricultural resilience worldwide.

How has the company’s sustainability program evolved over the years, and what are your specific priorities for 2025?

PepsiCo has been engaged in sustainability efforts for many years. Our first water stewardship goals were set in 2006, and in 2008, we became a signatory to the CEO Water Mandate. Since then, our program has grown in both ambition and scope, evolving in response to our progress and experience. Today, we follow an impact-driven strategy called PepsiCo Positive, which includes goals for 2025 and 2030.

One goal I’m especially excited to work on is spreading the adoption of regenerative agriculture, restorative, or protective practices across 10 million acres of land supporting key crops and ingredients by 2030. I support this through watershed health initiatives in water-stressed basins worldwide. Specifically, this year, I aim to expand one project, launch two new projects, and lay the groundwork for a total of 10 projects globally. This watershed health program aims to have a portfolio of initiatives carefully selected to deliver meaningful, scalable, and lasting watershed-level impact.

This geographic focus is intentional: we want to prioritize depth of impact. Each project will be designed to scale to watershed-level, driving holistic impact, addressing not only water stress and quality challenges but also improving biodiversity, strengthening climate resilience, and fostering socioeconomic improvements.

What excites me most is the opportunity to design each project with this holistic aim to start with water and then consider how to positively impact biodiversity, climate resilience, and community well-being. This is not just about metrics, it’s about creating deeply rooted change that can be felt at the local level and sustained over time.

How do you feel being a BIER member will help you successfully address the key areas you are addressing in 2025? 

It starts with BIER’s convening ability. I’ve already had the opportunity to discuss our watershed health program with other members and explore partnership opportunities, including scaling an existing initiative in India. BIER’s ability to bring people together is instrumental in making this happen.

Beyond this program, having a pre-competitive forum to discuss project objectives and challenges with peers, people who share a similar drive for impact, is invaluable. Tackling systemic challenges requires open dialogue and collaboration. BIER creates the space for this kind of collaboration and helps facilitate tangible, impactful outcomes.

Being able to have those honest conversations with peers who share both the urgency and vision for impact helps break down barriers to action. BIER doesn’t just convene, it can be a catalyst for trust, shared learning, and momentum.

Name one of the practical solutions or best practices you learned in working with BIER and its members and why it was important to you and/ or your company.

I would highlight the Charco Bendito initiative in Mexico as a best practice. It’s a great example of how BIER leverages its convening power to facilitate collective action among peers and competitors alike.

The project identified geographic alignment as a common barrier to collaboration and then aligned on a project scope that delivers multiple quantifiable benefits. That alignment, first geographically and then in scope, is often the hurdle that prevents collaboration. But, through BIER, we were able to overcome that. For me, it represents what’s possible when industry competitors come together because of a shared ambition to create positive action in the places where we operate.

One of PepsiCo’s franchise bottlers is supporting this initiative. The ability to identify shared challenges and facilitate alignment toward a collective initiative demonstrates BIER’s unique value in creating scalable sustainability solutions.

Share a recent accomplishment of your company’s sustainability initiatives/achievements you are most proud of and why.

I’m incredibly proud of our watershed health program, especially our first initiative, which was launched in India. It’s a unique and innovative approach to project implementation focused on agricultural landscapes, working with non-PepsiCo growers – something new for us. It required internal education and a shift in perspective, recognizing that even when we’re doing all we can within our own supply chain, the broader watershed still presents an opportunity to engage in collaborative action. This was a step into the unknown, and it was grounded in trust and innovation.

With our implementing partner, we created a circular water model that captures, treats, and reuses water within the village, aiming for water security at the community level. We also engaged local farmers to improve irrigation efficiency and introduce new practices. These changes resulted in 80 million liters of water recharged and increased income for those farmers. What made this even more meaningful was that adoption didn’t stop there.

These farms also served as demonstration farms, showcasing the new practices for others to learn from. One of the most exciting outcomes is how this project has inspired independent adoption of these practices beyond our initial scope. Notably, farmers are taking ownership of these practices because they’ve seen them work on these demonstration farms. That kind of peer-to-peer learning is incredibly powerful; it creates agency. It’s an example of ripple-effect impact, driving holistic change in watershed health, agricultural livelihoods, and community resilience.

Additionally, we’ve successfully leveraged local financing, including government and community support. In year two, we’re expanding the project to include agricultural enterprise creation, such as nurseries and vermicomposting. This helps the benefits of this program continue to ripple through families and communities, creating more opportunities alongside environmental resilience. This initiative has not only been a learning opportunity but a true source of pride. 

If you had one superpower that could be used to radically accelerate and scale sustainable best practices, which one would it be, and how would you use it? 

My superpower would be the ability not only to see the future, but to show others the future. I would use it to galvanize engagement, shorten timelines to collective action, and scale initiatives more effectively.

It would provide clarity on which solutions and activities deliver the most impact at the landscape level, and where globally those efforts should be prioritized. This would help determine scale, location, and timing, ensuring maximum impact.

Ultimately, this power would bring stakeholders together with clarity and confidence that their efforts are driving change, up front, rather than waiting years to see results. That kind of clarity, the ability to know your actions are truly making a difference, is what every sustainability practitioner hopes for. 

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During National Homelessness Awareness Month, Program to Provide Laundry Services to Unhoused Populations Expanded to More Communities

The LG x ShowerUp Program started from a simple yet powerful idea: outfit a truck with laundry services, mobile showers, and toiletries to provide critical relief to unhoused populations in Huntsville, Alabama, where LG has been leading corporate citizen since the 1970s.

By joining forces with respected non-profit ShowerUp, LG Electronics USA has helped provide unhoused populations in Huntsville and now also in Nashville, Tennessee, with safe space to escape extreme weather or a place to freshen up and wash their clothes before school or a job interview. To date, the program has provided more than 10,000 wash cycles and 80,000 showers to individuals in need.

This program is a success not only for the lives it touches daily, but for the broader message it sends – that systemic challenges like housing insecurity can be met with strategic, compassionate, and lasting solutions when businesses and communities work together. For this reason, the LG x ShowerUp Program is expanding further in November (National Homelessness Awareness Month) to Wichita, Kansas.

“We understand the power access to shower or clean clothes can have – the confidence and sense of wellbeing it can create. The assistance from LG helps open doors to housing and job opportunities for the unhoused population, in addition to the overall positive impact it can make on the surrounding community,” says ShowerUP CEO Paul Schmitz.

From a corporate volunteer perspective, LG employees have also donated their time and technical expertise onsite during the truck’s deployment. Ultimately, the partnership has deepened LG’s local relationships and bolstered our standing as a community-first organization, according to LG Electronics USA’s Corporate Marketing Director Jeannie Lee.

“At LG, we are proud of the role we play, alongside a cast of public and private partners, in creating a Better Life for All,” she says. “Through our three strategic impact pillars – mental & physical health, environmental health, and community health – we take an integrated approach to health and wellbeing built on the belief that we can help people move toward a healthier, happier place.”

Learn about how you can get involved at https://showerup.org/

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Where Do My Old Tires Go? eTracks Has the Answer

Originally published by TriplePundit

By Andrew Kaminsky

Around a billion tires are discarded globally each year. The world depends on tires for mobility, but without recovery and recycling programs, they can create major waste management problems. Their size and non-biodegradability means tires take up a lot of space in landfills, and if they’re illegally dumped, they can disrupt ecosystems, become a breeding ground for mosquitoes or even pose a fire hazard.

Given the environmental and public health implications, jurisdictions around the world have put laws on the books to incentivize tire recovery and recycling.

Among those legislative models is extended producer responsibility, or EPR, which requires producers to manage tire recovery and recycling. EPR laws have been around for decades in European countries and provinces across Canada, and the lessons learned along the way create a roadmap others can follow to ensure transparency and proper management that keeps tires out of the environment.

From the Wild West to best-in-class: Ontario’s lesson in traceability

Ontario, Canada’s largest province by population, first established EPR for tires back in 2018. The early days were a bit like the Wild West, recalls Steve Meldrum, CEO of eTracks, a not-for-profit established to help tire producers meet the needs of the new EPR laws.

Verified tire collection was not a strict requirement, leading to a glut of what Meldrum dubs “ghost tires.” Service providers could inflate tire recovery loads — and thus their paychecks — by driving over the same scale multiple times, and the collection depots that accept those loads often recorded exaggerated figures.

But it didn’t take long for Ontario leaders to spot the problem and introduce a stricter system requiring each individual producer and auto dealer to be responsible for the tires they bring into the province. Producers became responsible for recycling the tires they sold into the market a few years later at the end of their life.

This level of value chain scrutiny requires a complete tracking system that can definitively say where tires have been collected, the verified weights delivered to recycling depots, and the weight of recycled material sold onward for use in its next life.

That’s why eTracks developed the eSustainable Recovery Platform (eSRP). Rolled out in 2022, the tire tracking platform includes geotagging of every transaction, photos of tire pick-up and drop-off, and artificial intelligence capabilities that flag any weight discrepancies or inconsistencies with photographs.

“Ontario’s regulations are about as detailed as any regulation on the planet, so we figured if we build it for that, we can always turn things off for people who don’t need all the functions,” Meldrum says.

Dusting off the ledger book for the future of tire traceability

With a network of over 6,000 tire collection sites (dealerships, repair shops, transfer stations, etc.) in Ontario, eTracks can collect and trace tires across the province, which spans an area 1.5 times the size of Texas.

Haulers pick up the tires from collection sites, with QR code enabled documentation, and bring them to recycling depots. There, the hauler and recycling processor both electronically document the drop-off. The processor documents the amount of usable material retrieved after processing and inputs where the processed material has been sold as raw material for new products.

Though the industry hasn’t developed the ability to make a new tire from a scrap tire, popular end markets for tires include molded rubber products like athletic mats, sports flooring, flatbed truck liners, rubber-modified asphalt and artificial turf infill.

eTracks now tracks and traces about 13 million tires per year using the eSRP system. Producers that need to meet Ontario’s EPR requirements pay a fee to eTracks to manage the whole process, providing an auditable account of tire recovery, transportation, processing and onward sale of tire “crumbs.”

It’s a long way from the mostly paper record-keeping typical of the early days of EPR in the province. Tire stakeholders from mom-and-pop auto shops to small recyclers often used little more than ledgers, clipboards and dusty filing cabinets to keep tabs on tire transactions.

While some still try to meet EPR requirements this way, Meldrum says it simply doesn’t make sense for large companies with thousands of tons of tire recycling obligations to try to manage their systems on paper or in a spreadsheet.

“Paper management is untraceable, unauditable and really expensive,” Meldrum explains. “What do you do if you lose a clipboard that represents 20,000 tires? It’s just time consuming and completely unreliable.”

With the eTracks system, tires are tracked every step of the way. “We can take a rubber mat sold at Home Depot and more or less trace it back to where the used tires that made the product were collected,” Meldrum says.

EPR for tires takes hold in the United States

Building on success in Ontario, eTracks is now expanding its services into other Canadian provinces and gaining momentum in the United States.

Though eTracks’ platform can be used in jurisdictions that don’t have EPR, growing interest in EPR legislation among U.S. states could help pave the way for broader use. Connecticut passed the first U.S. tire EPR law in 2023, and Virginia and Vermont followed shortly after.

Conservationists, state lawmakers and local waste management authorities are welcoming the change. “For too long, the burden of unwanted tires not managed by the retail system, including illegally dumped tires, has fallen on local governments,” said Jennifer Heaton-Jones, executive director of the Housatonic Resources Recovery Authority serving western Connecticut, in a statement. “We now look forward to the support and partnership with manufacturers who will share the responsibility of end-of-life management of all scrap tires.”

Featured image credit: Pablo Merchán Montes/Unsplash

Read more from this series

About This Content

This content was created in partnership with eTracks. TriplePundit maintains editorial independence and works with partners to create valuable content that aligns with our mission of solution-oriented journalism.

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PDS Health Raises Over $1 Million to Expand Access to Special Care Dentistry

HENDERSON, Nev., Nov. 20, 2025 /PRNewswire/ — PDS Health®, a leading integrated healthcare support organization, announced that two 2025 fundraising campaigns raised more than $1 million in support of the PDS Health Foundation. The funds will help expand access to special care dentistry for patients with intellectual and developmental disabilities. The total sets a new fundraising record for this campaign initiative and reflects PDS Health’s ongoing commitment to improving outcomes by addressing disparities in access, education, and training in oral health care.

PDS Health worked alongside the independent dental and primary care practices it supports across 24 states to advance this initiative. The collaboration raised funds through two cornerstone campaigns:

  • Smile for Special Needs, a two-month-long in-practice fundraising effort that generated more than $900,000
  • Stroll for Special Needs, an annual 5K that encourages participants to walk, run, or roll in support of the cause, which raised more than $148,000 with more than 640 participants across the country

One in four adults in the U.S. lives with a disability. Among adults with intellectual, acquired, or developmental disabilities, the prevalence of periodontal disease ranges from 56 to 92%, and up to 72% experience tooth loss, according to the Journal of the American Dental Association. Providing compassionate and regular oral care to patients with special needs is important, given the strong connection between poor oral health and systemic conditions such as stroke, diabetes, heart disease and Alzheimer’s disease.

However, most dental students receive little to no formal training on how to care for patients with intellectual or developmental disabilities. As a result, many individuals, especially those with anxiety or sensory sensitivities, go without necessary care for years.

The PDS Health Foundation is addressing these challenges by expanding access to care through the Dentists for Special Needs practice in Phoenix, Arizona, and advancing clinical training opportunities for current and future oral health professionals. This includes hands-on rotations for dental and dental hygiene students, continuing education for the more than 17,000 PDS Health clinicians, and immersion experiences that equip care teams to better serve patients with disabilities.

The Foundation also produces and distributes Smile Kits and other sensory-friendly tools to help create more comfortable and inclusive care environments. These efforts are designed to ensure that patients with intellectual and developmental disabilities can find a dental home that is equipped to meet their needs with compassion, expertise and consistency.

“The success of these campaigns is a testament to the commitment of PDS Health team members, who go above and beyond to support better access to care for people with intellectual and developmental disabilities,” said Michael Le, Executive Director of the PDS Health Foundation. “These funds will support clinical rotations for dental students, immersion programs for clinical teams, and the production of tools to help patients with sensory sensitivities feel safe and supported. Thanks to the generosity of the individuals who contributed and the dedication of participating care teams, we are helping ensure that all patients, regardless of ability, can access quality dental care that supports their overall health.”

Riverside Modern Dentistry in Riverside, Calif., was the top fundraising practice during the Smile for Special Needs campaign, raising more than $23,000.

“Smile for Special Needs holds a special place in our hearts,” said Jennifer Corral, Operations Manager at Riverside Modern Dentistry. “We believe every patient deserves access to quality dental care. Supporting this cause allows our team to make a meaningful difference for those who need it most.”

As part of its long-term vision, PDS Health and the PDS Health Foundation remain focused on building a more inclusive oral healthcare system that strengthens the provider pipeline, reduces barriers to care, and helps create healthier, happier patients.

To learn more about the PDS Health Foundation’s work, visit pdsfoundation.org.

About PDS Health

PDS Health® continues the journey started by Pacific Dental Services® in 1994, with a vision to redefine health care through the integration of dental and medical services. Its approach, centered on the connection between oral health and overall health, aims to create healthier, happier patients and set new benchmarks in the healthcare industry. As a leading provider of integrated healthcare support, the company delivers a broad spectrum of services to dental, dental specialties, and medical providers, enhancing operations and care delivery for clinicians across the U.S. For more information about PDS Health, visit pdshealth.com

About PDS Health Foundation 
The PDS Health Foundation is a 501(c)(3) charitable organization whose mission is to improve overall health through opportunities to serve locally, nationally and internationally. The PDS Health Foundation provides tools and resources to help build a lasting and sustainable impact on the communities it serves as well as on the volunteers who freely give their time. The vision of the PDS Health Foundation is a world where everyone has a heart to serve and a home for oral health. Through its three main programs: special needs dentistry, dental assistant scholarships and international service trips, the PDS Health Foundation has been able to increase access to oral healthcare for communities across the globe. For more information, visit pdsfoundation.org. 

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SOURCE PDS Health

Medtronic Spark Scholarship Launches To Help Students From Low-Income Households Globally Pursue Health Tech Careers

Medtronic, a global leader in healthcare technology, today announced the Medtronic Spark Scholarship, a program to remove financial barriers for talented students pursuing health tech and related careers.

The scholarship is a core part of Medtronic Spark, a global 10-year initiative to propel 1 million students from low-income households into health tech careers. By 2030, the global shortfall of health workers is predicted to reach 11 million.

Scholarship recipients are eligible for financial support to meet education expenses — renewable for up to four years — and career-building experiences, which may include Medtronic mentorship, coaching, and networking support. There is also an opportunity for additional funding for unexpected episodic hardships during the scholarship period.

A survey conducted by Gallup and the Lumina Foundation found that over half of current, former, and prospective students (53%) cited financial aid or scholarships as important factors in their decision to continue or enroll in a postsecondary program.

Additionally, a global study of 700,000+ respondents by the World Economic Forum found that young people’s highest priority is obtaining the education, skills and competencies to allow them to enter the workforce and build successful careers.

“This global program is designed to inspire the next generation of health tech leaders. By helping bridge financial barriers and providing ongoing support, it enables talented students to thrive. From their first day of college to launching their careers, this program aims to open doors and empower students on their path to a brighter future in health tech,” said Sally Saba, president of Medtronic Foundation.

Medtronic will award up to 100 new scholarships each year to students residing in 70+ eligible countries. Applications close on Jan. 30, 2026. Visit iie.org/medtronicsparkscholarship to learn more.

About Medtronic
Bold thinking. Bolder actions. We are Medtronic. Medtronic plc, headquartered in Galway, Ireland, is the leading global healthcare technology company that boldly attacks the most challenging health problems facing humanity by searching out and finding solutions. Our Mission — to alleviate pain, restore health, and extend life — unites a global team of 95,000+ passionate people across more than 150 countries. Our technologies and therapies treat 70 health conditions and include cardiac devices, surgical robotics, insulin pumps, surgical tools, patient monitoring systems, and more. Powered by our diverse knowledge, insatiable curiosity, and desire to help all those who need it, we deliver innovative technologies that transform the lives of two people every second, every hour, every day. Expect more from us as we empower insight-driven care, experiences that put people first, and better outcomes for our world. In everything we do, we are engineering the extraordinary. For more information on Medtronic, visit www.Medtronic.com and follow on LinkedIn.

Any forward-looking statements are subject to risks and uncertainties such as those described in Medtronic’s periodic reports on file with the Securities and Exchange Commission. Actual results may differ materially from anticipated results.

Contacts:

Jane Di Leo
Public Relations
jane.e.dileo@medtronic.com

Ryan Weispfenning
Investor Relations
+1-763-505-4626

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Number of full-time workers who are juggling caregiving responsibilities has increased by double digits, even as more women leave the workforce

Guardian’s “From Workforce to ‘Careforce'” report finds a 13% increase in the number of employees balancing caregiving responsibilities and a job, with more women leaving the workforce for full-time caregiving responsibilities

NEW YORK, Nov. 19, 2025 /PRNewswire/ — A new report from The Guardian Life Insurance Company of America® (Guardian) has found that the percentage of full-time working Americans who also manage caregiving duties for a loved one has risen sharply since 2019. At the same time, more women are leaving the workforce because of the difficulty in balancing their jobs with caregiving responsibilities.


Download the From Workforce to “Careforce” report here:
 https://www.guardianlife.com/reports/caregiving-in-america.

Among all Americans who remain in the workforce full time, nearly half (43%) juggle caregiving duties. This represents a 13% increase from prior years, when 38% of full-time employees reported having caregiving responsibilities in 2019.

More women are taking on caregiving duties full time
In 2023, Guardian found that 56% of full-time workers who were also caregivers were women, while 44% were men. In 2025, Guardian’s new report found that men now make up 57% of full-time working caregivers, with women comprising the remaining 43%. As women still represent the vast majority of all caregivers, this suggests an exodus of women from the full-time workforce rather than a dramatic shift in who is managing caregiving responsibilities.

Supporting caregivers in the workplace
When employers step up to support their employees with caregiving responsibilities, everyone benefits.

According to the report, caregivers with access to relevant support at work report better overall well-being and mental health, as well as less stress. In contrast, nearly half of caregivers who lack resources or assistance from their companies report low overall well-being.

“With nearly half of full-time workers also taking on caregiving roles, today’s workforce continues to undergo a profound transformation that will only accelerate in the years ahead,” said Stacey Hoin, Chief Human Resources Officer at Guardian. “As almost one out of every two employees is now a caregiver, retaining this talent is a business imperative for employers and HR professionals. Given the impact of caregiving on an employee’s mental, physical, and financial wellness, it’s essential that we offer support that addresses these interconnected needs.”

Providing resources for caregivers can also minimize the need for employees to take one or multiple leaves of absence. This is particularly important given that Guardian found that one-third of caregivers who take a leave to care for family members end up taking another leave for themselves.  

“Employers have a real opportunity to make a difference for working caregivers, whether through offering dedicated mental health and caregiving wellness services, flexible schedules, equitable paid leave benefits, or employee assistance programs through their benefits,” said Jessica Vanscavish, Head of Disability, Absence, Life, and Supplemental Health at Guardian. “When companies offer these resources, it’s not just individual employees and their families who benefit—entire organizations can see improvements in engagement, retention, and overall performance.”

Other takeaways from the From Workforce to “Careforce” report include:


Caregiving responsibilities are prevalent across generations in the workforce.

  • 25% of Baby Boomers, 39% of Gen X, 51% of Millennials, and 38% of Gen Z employees identify as having caregiving responsibilities.


Caregivers face mental health challenges.

  • Only 36% of caregivers report “very good” mental health.
  • Caregivers are 55% more likely to struggle with substance use challenges than non-caregivers.
  • Caregivers are 48% more likely to have experienced increased anxiety and depression over the past year.
  • Of caregivers who took a paid leave of absence from work, over a third (37%) said that it was due to mental health needs.

A copy of the From Workforce to “Careforce” report is available here:

https://www.guardianlife.com/reports/caregiving-in-america
.


Media contact:





mediarelations@glic.com

About Guardian
Guardian makes a difference in the lives of people when they need us most. With 165 years of stability and fiscal integrity, we are a trusted resource to generations of families and business owners, inspiring well-being and helping build financial confidence. Today, we stand behind millions of consumers, helping them prepare and plan for a bright future for themselves and their families. We help business owners care for their employees. And we help people recover and thrive in times of unexpected loss. As a modern mutual insurance company, we believe in driving value beyond dividends. We invest in our colleagues, are building an inclusive and innovative culture, and are helping to uplift communities through thoughtful corporate impact programs. Guardian, which is based in New York City, is a leading provider of life, disability, dental, and other benefits, and has received accolades for its culture and service. Our colleagues and financial professionals serve with care and experience, and our commitments rest on a strong financial foundation, which included a 2025 dividend allocation of $1.6 billion – the largest in the company’s history. For more information, visit guardianlife.com or follow us on FacebookLinkedIn, and YouTube.

Disclaimer
Dividends are not guaranteed. They are declared annually by Guardian’s Board of Directors. The total dividend calculation includes mortality experience and expense management as well as investment results.

All guarantees are backed by the strength and claims paying ability of the issuing insurance company.

Financial information concerning Guardian as of December 31, 2024, on a statutory basis: Admitted assets = $86.8 billion; liabilities = $77.5 billion (including $60.7 billion of reserves); and surplus = $9.3 billion.

Guardian’s Group Insurance products are underwritten and issued by The Guardian Life Insurance Company of America, New York, NY. Products are not available in all states.

All data is sourced from Guardian’s From Workforce to “Careforce” report.

8601571.1  (11/27)

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SOURCE Guardian

Global Catalytic Ministries Launches Gaza & Syria Program Led by Nationals: A “Peace Deal” Through Indigenous Leaders and the Gospel of Jesus

MCKINNEY, Texas, Nov. 20, 2025 /PRNewswire/ — As the year closes, hearts are both heavy and hopeful—heavy from witnessing “Gaza Burning” and “Syria Under Terror,” hopeful because God still works through a faithful few. Headlines spark momentary outrage, aid flickers, and then the cycle repeats. Few embrace the slow, costly work of presence.

 

Global Catalytic Ministries does.

GCM doesn’t arrive with cameras or parachute campaigns; their indigenous teams already live there in Gaza and Syria. They worship, weep, and—by the Spirit’s power—lead neighbors to Jesus. Now GCM is deploying targeted, house-to-house disciple-makers in Gaza and Syria. These are long-term, creative, high-risk missions, and Phase 1 is already underway.

What can be made public, clearly and plainly:

1. GCM’s primary mission is always the Gospel. House-to-house, low-visibility, adaptable, and designed to continue even when borders close or media cycles move on.

2. Teams are trained and coached to meet practical needs. Aid is a bridge to relationship; it never replaces GCM’s Gospel mission.

3. GCM is building communication and supply chains, ensuring safe housing, establishing entry/exit plans, and implementing contingency measures, all under strict security protocols. Lives depend on confidentiality, but GCM’s Executive staff is available and willing to connect with you personally.

4. Nationals lead. Outside workers enter only when strategically required. GCM’s field design is: Train, Place, Sustain, Rescue (if necessary).

ACTIVE FIELD REPORT:

This is a true inside look at our active mission in Gaza and Syria with sister Nara Zwaldi, a disciple of Jesus and family member of Hamas leadership.

Message 1: Her Call (received November 1, 2025)

“Good morning, my family. I prayed about Australia or Syria and heard an inner voice: What will you do in Australia when you know no one there? My calling is to those in Syria who don’t know Jesus. If I seek prosperity, I’ll choose Australia; if I want to share the Gospel, I must go to my Shiite community in Syria, even if it’s dangerous and hard. To be a daughter of Christ, I must follow His will and the Spirit’s leading. From the start of my faith, I have prayed, ‘Lord, You are the One who sends me.'”

Message 2: Her Journey into Syria (received November 5, 2025)

“Thank God I reached my destination last night. I was arrested by local security, but God saved me. Five others and I were being smuggled across a river when a soldier fired in the air: ‘Stop right there!’ My heart froze. He questioned us, and I prayed, ‘Jesus, save me.’ Trembling, I admitted I had no ID. They held us briefly in a room while I repeated, ‘The Lord is my light and my salvation; whom shall I fear?’ Then he said, ‘Walk on,’ and we continued. In the city, I called my husband; a car collected me, and another will take me to a neighboring town in two days. I trust God to guide my path. Please pray for me, sisters. Thank you for caring, my family.”

The Ongoing Mission of GCM in Gaza and Syria

What sets GCM apart is simple. Global Catalytic Ministries embeds disciple-makers and builds movements from within. The thing that lasts (the thing that changes hearts and families and future generations) is the bread of life and the living water. That is GCM’s primary investment. Ongoing financial support to stand with this work in Gaza and Syria is always appreciated. Please donate through the GCM website if this mission is deemed important.

MEDIA CONTACT

https://www.catalyticministries.com/

405278@email4pr.com

Mike Patino
(630) 580-5629

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SOURCE Global Catalytic Ministries

The Nature Conservancy’s NatureVest Appoints Dr. Catherine (Cat) Burns as Managing Director to Advance Impact Investing and Sustainable Finance

November 20, 2025 /3BL/ – Catherine Burns, PhD, has been named Managing Director of The Nature Conservancy’s impact investing and sustainable finance team, NatureVest. Cat joined TNC in 2010 and has held increasingly strategic roles with NatureVest and TNC’s California and North Carolina chapters. In recent years, Cat led the development of NatureVest’s Impact Management Team, building capacity and expertise to ensure measurable outcomes aligned with TNC’s 2030 conservation and climate goals. Cat has also served as Interim Managing Director for the past eight months, guiding the team through a period of strategic growth and collaboration. 

As Managing Director, Cat will oversee NatureVest’s teams that work to structure, close and implement impact investments across a range of structures, including private equity, sovereign debt, and other mechanisms.  Cat applies her deep conservation science background and market-facing experience to drive market solutions for climate action and nature protection. 

“Now more than ever, the private sector must play an active role in supporting the transition to a more sustainable future,” said Burns. “I’m honored to lead this team of talented, dedicated, and strategic individuals working at the forefront of impact investing and other market-based solutions to deliver solutions that generate environmental, social, and financial returns.”

Since 2014, NatureVest’s portfolio has grown to represent USD $4 billion in committed impact capital, with projects spanning four continents and covering a variety of asset types and financial structures. These projects focus on delivering impact alongside financial returns in the realms of forestry and carbon, water and agriculture, fisheries and aquaculture, infrastructure and renewable energy, and conservation tourism, and on creating sovereign debt solutions that enable countries to stabilize their debt while creating impact on a national scale.

“This appointment reflects our commitment to building a leadership team that can connect financial innovation with real-world conservation outcomes,” said Matt Arnold, Global Head of Impact Finance and Markets at The Nature Conservancy. “Cat’s deep experience and collaborative approach have already made a lasting impact, and we’re thrilled to see her lead this next chapter of NatureVest advancing nature-positive investment strategies.”

For media enquiries or further information about NatureVest’s projects and impact, please contact media@tnc.org

About The Nature Conservancy

The Nature Conservancy is a global conservation organization dedicated to conserving the lands and waters on which all life depends. Guided by science, we create innovative, on-the-ground solutions to our world’s toughest challenges so that nature and people can thrive together. We are tackling climate change, conserving lands, waters and oceans at an unprecedented scale, providing food and water sustainably and helping make cities more resilient. The Nature Conservancy is working to make a lasting difference around the world in 83 countries and territories (39 by direct conservation impact and 44 through partners) through a collaborative approach that engages local communities, governments, the private sector, and other partners. To learn more, visit nature.org or follow @nature_press on X.

About NatureVest

NatureVest is the impact investing and conservation finance team of The Nature Conservancy (TNC), one of the world’s leading environmental organizations. The team designs and executes innovative financial products and provides advisory services that align private capital with measurable conservation outcomes. Since its founding in 2014, NatureVest has helped mobilize over $4 billion in committed capital for projects that address climate change, biodiversity loss, and community resilience. Across more than 25 countries, these projects have collectively avoided or sequestered 5.1 million metric tons of CO₂e, improved management on over 7 million acres of land, and protected 172,000 square miles of ocean. For more information, visit www.naturevest.org

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