Month: June 2026

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Many nonprofits know they need to embrace AI, and most are already feeling the pressure to move faster than their resources allow. AI is advancing at a speed that’s hard for them to keep pace with, let alone adopt responsibly. For mission-driven organizations with lean teams and limited resources, the question isn’t just how to implement AI. It’s how to do it ethically and in ways that support the long-term wellbeing of the communities they serve.

At Cisco, we believe that technological expertise, deployed with purpose, is one of the most powerful resources we can offer our nonprofit partners. Beyond financial investment and access to technology, what many nonprofits need is direct access to people who understand this AI moment deeply and can help them translate that knowledge into practice.

That conviction shaped our first annual Tech for Social Good Hackathon. In early 2026, more than 160 Cisco experts volunteered to form 27 teams and spent one week building AI-powered solutions for seven Cisco and Cisco Foundation nonprofit partners working across climate resilience and economic opportunity. Each team started with an actual problem statement submitted by the nonprofit organization and a mandate to solve the problem responsibly.

Inside the build to develop ethical AI solutions for nonprofit partners

Across all 27 teams, the most effective solutions shared something in common: they were built by volunteers who thought as much about the people implementing the tools as the problems the tools were solving. As Venkata Naga Rajesh Badveti, a Cisco engineer who designed a workflow solution for Generation’s curriculum development team, which creates lessons for thousands of learners worldwide, put it: “AI is a multiplier, not a standalone solution. It works best when it amplifies human expertise rather than replacing it.”

That mindset extended to how teams thought about the communities their solutions would ultimately serve. Sathwik Kothapalli worked with Farmers for Forests on an AI tool to automate the verification of handwritten documents in multiple regional languages, a prerequisite for farmers joining the nonprofit’s reforestation program in India. His team built for speed without sacrificing accuracy, embedding human review at every step with a clear-eyed understanding of what was at stake for each person in the process. “Knowing that a farmer in rural Maharashtra could get verified faster and join a reforestation program sooner because of code I wrote made this the most meaningful project of my career,” Sathwik shared.

“The Tech for Social Good Hackathon reminded me that the skills we hone and develop every day at Cisco can be genuinely life-changing for communities that have never had access to them.”
– Sathwik Kothapalli, Cisco engineer

Abhishek Kumar, who helped build a donor prospect platform for Opportunity International, brought both hands-on engineering depth and the systems-level thinking that comes from managing technical teams. “These are the kinds of operational bottlenecks I help my own teams solve every day, and seeing that same pattern at a nonprofit reinforced how transferable our skills really are.” More than the technical output, though, he saw the Hackathon as a symbol of what partnership with Cisco looks like: “An event like the Hackathon signals that we see our partners as organizations with real operational challenges that deserve the same caliber of engineering we bring to our customers.”

“Financial contributions and corporate donations matter, but building a working AI solution that a nonprofit can actually deploy — that’s a fundamentally different kind of partnership.”
– Abhishek Kumar, Cisco engineer

For Cisco volunteers, the experience was meaningful. They deepened their AI expertise, collaborated across teams, and saw immediate impact from their work, all of which strengthened both individual skill and organizational culture.

Deployable tools, lasting impact

The feedback from participating organizations was equally consistent: the volunteers came ready to listen and offer tailored solutions, and left their partners energized about what else was possible. “You not only found great one-stop-shop solutions for multiple issues we’re trying to solve,” says Maja Cimpric, Digital Product Lead at Generation. “This entire experience is also triggering great follow-up conversations on our team about our workflows and other potential for automations, which we are confident will lead to more exciting projects down the road.”

That pattern, a solution that solves the problem and reframes what’s possible, showed up across organizations. Jennifer Wolford, Operation Hope‘s Chief Innovation Officer, reflected: “Working with Cisco’s team made it clear how quickly the right technical expertise can turn ideas into real, usable solutions that improve how we serve our clients. That kind of collaboration is what allows us to adopt emerging technology in a way that actually scales impact.”

For some nonprofits, the Hackathon represented something more fundamental: a chance to move past the manual, resource-intensive ways of working that have historically limited their reach. Jessica White, Director of Data Analytics and Systems Integrations at Opportunity International, described it in concrete terms: “They took a process that was previously inconsistent and hard to scale and turned it into something actionable. That shift from manual effort to strategic action has real potential to increase fundraising and expand our impact for the clients we serve.”

The case for skills-based volunteering as a social impact strategy

Cisco has long invested in its nonprofit partners by providing funding and technology, but skills-based volunteering, at this level of rigor and technical depth, represents something additive: an opportunity for the kind of engaged, purposeful expertise that helps organizations build real AI capability from the inside out.

“As we are living and evolving in the AI era, we at Cisco have a unique opportunity to make an immediate impact with nonprofits through our state-of-the-art technology,” said Tim Barnes, Cisco engineer who worked with NESsT. “Imagine if we did this for all of society’s challenges? We could streamline and upgrade nonprofit operations, freeing funds for them to lengthen reach, widen scope, and enable them to better help those in need.”

The Tech for Social Good program will keep growing. We are bringing more volunteers and partners into this model — our next cohort will expand into Crisis Response and Education sectors — because the results suggest it’s worth scaling. In a moment when AI fluency is becoming a prerequisite for nonprofit effectiveness, this is one more way Cisco can help close the gap.

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Fire safety is evolving rapidly alongside changes in infrastructure, energy systems, and building design. Across industries and regions organizations are facing new challenges tied to electrification, energy transition, adaptive reuse, and increasingly complex facilities. At a recent Inogen Alliance meeting in Bath, UK, fire safety experts from the Netherlands and India shared regional insights into how these risks are changing and why businesses must move beyond compliance toward a more strategic approach to fire safety and resilience. 

 

Fire Safety Risks Are Changing with the Built Environment

Modern buildings are no longer static environments. Facilities are being repurposed, expanded, retrofitted, and equipped with new technologies at a rapid pace. According to René’s perspective from the Netherlands, many organizations underestimate how these operational and structural changes can affect fire safety performance over time.

Changes in building occupancy, compartmentation, equipment layout, and intended use can introduce new hazards that original fire protection systems were never designed to address. In many cases, fire safety strategies that were compliant during construction may no longer align with current operational realities.

Testing, inspection, and maintenance programs are also becoming increasingly important. Fire protection systems that are not properly maintained may fail when they are needed most, creating operational, financial, and safety consequences.
As organizations continue modernizing facilities, fire safety can no longer be treated as a one-time compliance exercise. It requires continuous evaluation as facilities, technologies, and business operations evolve.

 

Energy Transition Is Introducing New Fire Safety Challenges

The global energy transition is accelerating adoption of technologies that carry unique fire protection considerations. Solar photovoltaic systems, battery energy storage systems (BESS), EV charging infrastructure, and alternative fuels are increasingly common across commercial and industrial facilities.

While these technologies support decarbonization goals, they also introduce new risks, electrical hazards, and suppression challenges that many existing facilities were not originally designed to manage.

René highlighted several emerging concerns organizations are facing across Europe, including:

• Droughts that reduce freshwater availability
• Flooding and sea-level rise that damage infrastructure
• Water pollution that affects both input water and discharge compliance
• Infrastructure strain in areas with outdated or failing water systems
• Large rooftop solar arrays on commercial and industrial buildings
• Battery storage systems located inside or adjacent to facilities
• Increasing use of electric vehicle charging infrastructure
• Hydrogen and ammonia developments associated with future fuel strategies
• Evolving regulations tied to hazardous materials and suppression systems 
   

The transition away from PFAS-containing firefighting foams is also becoming a major issue globally. Many facilities still rely on foam suppression systems that may no longer comply with emerging regulations. Replacing or transitioning these systems can be technically complex and operationally disruptive, particularly for high-hazard facilities.

Organizations are increasingly recognizing that fire safety planning must evolve alongside sustainability and energy transition initiatives rather than being addressed afterward.

 

Data Centers Require a Different Level of Fire Protection Strategy

Environments such as data centers present another layer of complexity. These facilities require fire protection systems capable of minimizing both safety risks and operational downtime.

According to René, suppression systems in data centers are often designed around continuity and resilience, with specialized systems intended to control incidents while maintaining operations wherever possible.

At the same time, electrical safety concerns are increasing as power demands continue to grow. High-voltage environments, battery systems, and continuously operating infrastructure create unique operational and emergency response challenges.

Fire safety in these facilities also depends heavily on collaboration during the design phase. Developers, operators, engineers, contractors, and fire safety professionals must align early on issues such as:

• Suppression strategy 
• Compartmentation
• Emergency response planning
• Electrical safety controls
• Redundancy and resilience requirements
• Maintenance access and operational continuity 

Without this coordination upfront, organizations may face costly redesigns, operational risks, or long-term limitations after construction is complete.

 

India’s Rapid Development Is Driving New Fire Safety Pressures

Ramesh shared that many fire safety challenges in India stem from gaps during the design and planning stages of projects. While regulations continue evolving, rapid development and urbanization are creating increasingly complex environments that require more proactive fire safety integration.

Mixed-use buildings, high-rise developments, commercial complexes, and industrial facilities are becoming more common, often combining multiple occupancy types and risk profiles within a single structure.

At the same time, India’s rapid adoption of electric mobility is creating new concerns around EV charging infrastructure, particularly in basement parking areas of existing buildings that were not originally designed for these hazards.

Ramesh also noted that many organizations historically outsourced fire safety responsibilities entirely to installers or contractors, sometimes creating conflicts between system design, installation, permitting, and long-term operational performance. However, this is beginning to change as organizations increasingly seek independent fire safety expertise and third-party reviews.

Another important shift is the growing role of fire safety in investment decisions, acquisitions, and due diligence processes. Retrofitting fire protection systems after construction can be extremely expensive and operationally disruptive, making early identification of gaps increasingly important for investors and property owners.

In many cases, fire safety is now being evaluated not only as a compliance issue, but also as a business continuity, financial, and reputational risk.

 

Compliance Alone Is No Longer Enough

Across both regional perspectives, one message remained consistent: compliance alone is no longer sufficient.

Regulations are becoming more stringent globally, but organizations that focus only on meeting minimum requirements may still face significant operational and financial exposure. Fire safety is increasingly tied to:

• Operational resilience
• Asset protection
• Insurance and insurability
• Business continuity
• ESG and sustainability initiatives
• Investment and transaction risk
• License to operate 

Organizations are also facing increasing scrutiny from regulators, insurers, investors, and stakeholders regarding how fire risks are identified, managed, and maintained over time.

As facilities become more technologically advanced and interconnected, fire safety strategies must become more integrated, proactive, and adaptable as well.

 

A Global Perspective on Emerging Fire Safety Risks

While fire safety challenges vary across regions, the underlying trends are increasingly global. Electrification, energy transition, adaptive reuse, evolving regulations, and operational complexity are reshaping how organizations approach risk management worldwide.

The discussions shared by experts from the Netherlands and India highlighted the importance of combining local regulatory knowledge with broader global experience to help organizations navigate these evolving risks effectively.

As infrastructure and technologies continue changing, organizations that integrate fire safety earlier during planning, design, operations, and long-term asset management — will be better positioned to improve resilience, reduce disruption, and protect both people and business continuity.

Learn more about Inogen Alliance’s global fire safety capabilities and how our experts support organizations across industries and regions: Inogen Alliance Fire Safety Services
 

Inogen Alliance

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.  

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With support from KeyBank and other community partners, The WorkPlace has re-launched its upgraded American Job Center Career Coach, bringing job training, career services, and employment resources directly into neighborhoods across Connecticut.

Designed to meet people where they are, the mobile unit serves as a fully equipped classroom on wheels, helping remove common barriers such as transportation and access to technology.

“Expanding access to workforce training and career opportunities is essential to helping people and communities thrive,” said Matt Hummel, Connecticut and Massachusetts Market President, KeyBank. “The American Job Center Career Coach brings critical services directly into neighborhoods, making it easier for individuals to build in-demand skills while connecting employers with local talent. We’re proud to support this innovative approach that strengthens the workforce and creates more pathways to opportunity.”

The newly upgraded Career Coach features modern computer workstations and enhanced technology, enabling job seekers to search for employment, build resumes, enroll in training programs, and participate in workshops. Staffed by workforce professionals, the mobile center offers the same services available at American Job Centers in Bridgeport, Ansonia, Derby, and Stamford.

Serving a 20-town region in southwestern Connecticut, the Career Coach travels to community hubs, schools, libraries, and local events, ensuring residents can access services close to home. Visitors are welcomed by knowledgeable staff and can use 10 computer workstations to explore job opportunities or register for training. The unit also includes a private interview room, an ADA-compliant lift and workstation, and an onboard lavatory to support an inclusive experience for all.

“With the support of the Connecticut Department of Labor, along with outstanding corporate partners, we are excited to announce that the upgraded American Job Center Career Coach is ready to hit the road,” said Joe Carbone, president and CEO of The WorkPlace. “Economic growth depends on a qualified workforce, and this vehicle helps us to meet employer demand for skilled, adaptable workers.”

In addition to serving job seekers, the Career Coach provides direct value to local businesses. Employers can use the mobile unit to recruit talent, host training sessions, and upskill their workforce onsite.

Comcast also provided support for the mobile Career Coach.

“We’re delighted to partner with The WorkPlace to bring its mobile Career Coach across Connecticut, helping more residents connect to workforce opportunities,” said Carolyne Hannan, Senior Vice President of Comcast’s New England Region. “Through this partnership, we’re helping connect people to the skills, resources and opportunities they need to build their future.”

American Job Centers are a collaboration of state, regional, and local organizations dedicated to supporting both job seekers and businesses. In southwestern Connecticut, primary partners include the Connecticut Department of Labor; The WorkPlace, the region’s Workforce Development Board; and Career Resources, Inc., which operates the Job Centers.

By bringing workforce resources directly into neighborhoods, the American Job Center Career Coach reflects a community-first approach—one that helps break down barriers, expand access, and create pathways to opportunity.

A full schedule of Career Coach locations is available at www.ajcswct.com or by calling (203) 953-3275. The unit is also available to serve neighborhood groups, schools, faith-based organizations, job fairs, and employers seeking specialized training.

Through collaboration and continued investment, partners like KeyBank and The WorkPlace are helping build stronger, more connected communities—one stop at a time.

Kenvue released its 2025 Healthy Lives Mission Report today, the Company’s third annual report, with an update on its sustainability strategy, goals, and commitments. With its Healthy Lives Mission designed to put the extraordinary power of everyday care into action, the consumer health company reported progress across its focus on healthy people, healthy planet, and healthy products.

Through targeted efforts across product innovation, packaging solutions, public health and environmental stewardship, Kenvue reported disciplined progress across its commitments, including:

• $50.0M of in-kind donations and $3.4M of cash contributions provided across the year, helping restore the dignity of everyday care for vulnerable and displaced people around the world.
• 450,000 students and 18,000 teachers educated on sun safety and skin cancer prevention.
• 41% reduction in Scopes 1 and 2GHG emissions from a 2020 base year, putting the company well on track to meet a 2030 goal of 42% reduction, aligned with its Climate Transition Plan, released this year as part of its annual report.
• 76% electricity now sourced from renewable sources across global Kenvue operations, on its way to meet a goal of 100% by 2030.
• Continued reduction of virgin plastics by 33% from a 2020 base year, exceeding its goal of reducing 25% by 2025.
• 600+ product developers trained on the Sustainable Innovation Profiler, a patent-pending product sustainability assessment tool released in 2025, which helps measure and improve product performance for social and environmental factors.

As a dedicated consumer health company, Kenvue is people-centered and science-backed: improving quality of life today while ensuring a healthier, more resilient world for generations to come. Learn more here.

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Media Contact
Aman Singh
ASing030@kenvue.com

This article was originally published on Trellis.net

By Heather Clancy

Key Takeaways:

• Chris Reeves’ official title is director of scientific communications.
• He was a working forester for 12 years before moving to the corporate world in 2017.
• Ikea and Kimberly-Clark also employ foresters, but the practice is still rare among consumer products companies.

When Procter & Gamble adopted an ambitious new pulp and paper pledge in early 2021, it hired a forester to convince suppliers to get on board.

Officially, Chris Reeves is director of scientific communications for P&G’s family care business, which makes Charmin toilet paper, Bounty paper towels and Puffs facial tissues.

That title downplays his master’s degree in forestry and 12 years of experience managing Kentucky forests, but Reeves spends at least one-third of his time among the trees with land owners or in meetings with the Society of American Foresters and nonprofits with big forestry practices.

“Every day is different,” he said. “It’s making sure policies are adhered to. It’s offering education on the ground.”

P&G tries to make field visits to all pulp suppliers once every two years to offer technical advice and advocate for independent audits of their forest management practices.

In particular, Reeves is responsible for helping suppliers see value in becoming certified by the Forest Stewardship Council (FSC), a nonprofit that promotes strict environmental and social standards for timber and paper. P&G has pledged to buy all of its wood pulp from FSC-recognized sources by 2030; so far, it’s at 86 percent.

Reeves also visits with employees and retail partners and fields questions from investors. One of his biggest challenges is translating sophisticated concepts into messaging that’s more appropriate for consumers and P&G’s vast marketing organization.

Uncommon role

P&G has hired environmental scientists for decades and some paper products companies, such as Domtar, employ foresters and forestry engineers to manage responsible harvesting and replanting practices.

Reeves’ first corporate job was for IKEA, where he was responsible for wood purchasing processes. P&G rival Kimberly-Clark, which has pledged to be “natural forest free” after 2030, also employs foresters.

Still, it’s uncommon for consumer products companies to hire foresters who can work directly with suppliers and nudge them toward more sustainable forest management practices, sometimes with contract incentives or preferred supplier status.

“This is a new thing in that world,” said Sarah Billig, president of FSC’s U.S. operation. “P&G is ahead of the curve, but as brands and retailers dive into nature-based goals they have to dive more into their supply chain. We are seeing more companies engage in this sort of expertise. They need to get folks that can get down to the ground level.”

Foresters understand how to talk to local communities about both the economic and ecological value of forests, said Billig, who previously worked for a lumber company in Northern California. Many spend at least half of their time in community forums and cultivating knowledge of Indigenous forest management practices, she said.

“One of the most important things they do is push the value of better forest management,” Billig said.

Many environment, health and safety (EHS) managers are a team of one when it comes to managing EHS compliance across their organizations’ global operations. Regardless of facility location or the growing number of facilities in the company portfolio, they are expected to be regulatory compliance experts, as well as help streamline operations and build a strong safety culture.

However, while EHS managers’ responsibilities are growing potentially to include sustainability and supply chain compliance, their resources are often shrinking. As a result, many have told us they lack the time, personnel, budget and local insight to effectively ensure compliance at every facility.

When these challenges make it difficult to see where programs are thriving or falling short, a structured assessment, like an EHS gap analysis, can bring clarity and direction.

What Is an EHS Gap Analysis?

EHS Gap Analysis and an EHS Compliance Audit are essential diagnostic tools for a safety program, but they serve different strategic purposes. One is focused on the “health” of your management system, while the other is focused on the “legality” of your current operations. An EHS gap analysis is a systematic evaluation that compares current performance or programs against a desired future state or industry standard (such as ISO 45001, ISO 14001, or internal corporate benchmarks). It identifies the “gaps” between where you are and where you want to be. It helps identify where compliance risks exist, where performance can improve, and what actions will deliver the most meaningful results.

This process gives EHS leaders a clearer view of both strengths and weaknesses within their systems. It highlights inconsistencies between sites, uncovers procedural or cultural barriers, and supports more targeted decision-making. Evaluating current practices against established EHS expectations enables companies to uncover risks before they escalate and focus their limited resources on the areas that will have the greatest impact. The result can be a “roadmap” or strategic plan for building a more robust EHS management system.

When to Conduct an EHS Gap Analysis

An EHS gap analysis is especially useful when operations are changing or expanding. It gives organizations a clear view of where their current programs align with compliance requirements and where improvements are needed. The results help ensure each facility is meeting expectations under both local regulations and internal EHS policies.

Unlike a standard audit, a gap analysis explores how EHS practices function in everyday work and where breakdowns in communication, training, or accountability may exist. The outcome is a prioritized set of actions that allows leaders to close gaps, strengthen oversight, and improve performance across locations.

An EHS gap analysis shows where attention is needed most, providing a path toward stronger, more consistent results.

The Antea Group Framework for EHS Gap Analysis

EHS FleX, Antea Group’s low-cost, enterprise-level EHS gap analysis service offering, was born out of the need to help our clients tackle these challenges head-on.

EHS FleX is a fit-for-purpose solution that aims to provide EHS managers with the data and insights they need to make informed choices on where to focus their efforts and spend their resources for maximum impact.

How does it work? Our four-step process provides a flexible framework, which allows us to work with you, our client, to uncover gaps and prioritize next steps for closing these gaps—and ultimately drive your EHS culture and program forward. Below we highlight each step.

1. Design

The design phase is a collaborative process that aims to define specific goals and information needs. It can address new acquisitions or focus on a management system paradigm that the company wants to be aligned with. Many times, we design in a risk register to validate corporate controls during the review process. After our initial discussions and information gathering, we will create a tailored survey questionnaire with specific compliance questions for each facility to complete.

2. Training and kick-off

Before launching the survey into the wild, our global team of consultants will virtually meet your global team to ensure everyone knows the role they will play, and to answer any lingering questions. In addition, we can launch a test survey to ensure that questions are written in a culturally relevant way. During this process, the Antea Group team also carries forward messages and tools from your corporate staff to increase knowledge of resources to support EHS operations, as EHS FleX focuses on team building and laterally sharing information across the corporation as a way to support EHS culture.

3. Review

Once the results are in, Antea Group and in-country consultants—who are familiar with the spirit and intent of local regulations and speak the local language—will review survey results and other documentation and call each site for a deep discussion about your EHS initiatives and your company’s EHS culture.

4. Reporting

The final reporting phase is arguably the most exciting part of the process. This is where we take what we’ve learned and put insights into actionable recommendations.

At this point, gap trends across your organization and the facilities themselves are risk-ranked, so you can see the highest priority topics and facilities that need your focus. Additionally, Antea Group looks for places where EHS tools/resources could be strategically used to close gaps- globally, regionally or at an individual facility. While the corporate/regional teams get data on EHS risks, the facility gets a list of potential gaps to address to lower its overall EHS risk.

See EHS FleX in Action

EHS FleX is an effective gap analysis and risk assessment tool for global companies with high-risk facilities or a large number of facilities spread across diverse geographies.

Check out our EHS FleX case studies to see how we helped four unique global clients gain insight and actionable next steps.

PITTSBURGH, June 16, 2026 /3BL/ – Wesco, through its Wesco Cares program and in partnership with its Women’s Impact Network (WIN) Business Resource Group, is proud to support the next generation of women pursuing careers in the electrical and skilled trades through the IEC Foundation EmpowerHer Scholarship program.

This year, 15 scholarships were awarded helping expand access to education and training opportunities across the industry. The scholarships will support students across a range of educational pathways, including two-year colleges and four-year universities, providing critical resources to help them advance their academic and professional goals. Award recipients were formally notified through scholarship letters issued by the IEC Foundation, reinforcing the program’s shared commitment to expanding opportunity and access within the electrical and systems contracting industries.

As the demand for skilled trades continues to grow, initiatives like EmpowerHer play an important role in supporting women entering and advancing in these fields, where they have historically been underrepresented. By investing in education, training, and career pathways, the program helps remove barriers and create more opportunities for women to build sustainable, rewarding careers in the industry.

“The EmpowerHer Scholarship reflects our commitment to building a more inclusive talent pipeline and supporting women at every stage of their career journey,” said Wesco Executive Vice President and Chief Human Resources Officer, Chris Wolf. “Through Wesco Cares and the leadership of our WIN BRG, we are proud to partner with organizations like the IEC Foundation to create meaningful, lasting impact.”

The IEC Foundation, a nonprofit organization dedicated to advancing education and workforce development in the electrical and systems contracting industries, administers the program and supports students in achieving their educational goals.

Through initiatives like EmpowerHer, Wesco Cares continues to invest in programs that strengthen communities, support workforce development, and empower individuals to succeed in high-demand careers.

About Wesco

Wesco International (NYSE: WCC) builds, connects, powers and protects the world. Headquartered in Pittsburgh, Pennsylvania, Wesco is a FORTUNE 500® company with approximately $24 billion in annual sales in 2025 and a leading provider of business-to-business distribution, logistics services and supply chain solutions. Wesco offers a best-in-class product and services portfolio of Electrical and Electronic Solutions, Communications and Security Solutions, and Utility and Broadband Solutions. The Company employs approximately 21,000 people, partners with the industry’s premier suppliers, and serves thousands of customers around the world. With millions of products, end-to-end supply chain services, and significant digital capabilities, Wesco provides innovative solutions to meet customer needs across commercial and industrial businesses, technology companies, telecommunicationsproviders, and utilities. Wesco operates more than 700 sites, including distribution centers, fulfillment centers, and sales offices in approximately 50 countries, providing a local presence for customers and a global network to serve multi-location businesses and global corporations.

Media contact:

Corporate Communications
Jennifer Sniderman
Vice President, Corporate Communications
717-579-6603

Key Takeaways

• Azerbaijan’s role in global sustainability conversations continues to grow through renewable energy development, climate initiatives, and international collaboration.
• Water stress, legacy industrial impacts, and evolving environmental regulations are shaping sustainability priorities across the Caspian region.
• Multinational organizations often face challenges translating global ESG and sustainability frameworks into local operating environments.
• Renewable energy, climate risk assessment, environmental permitting, ESG reporting, and environmental and social impact assessments are driving demand for sustainability services.
• Access to capital, supply chain requirements, and workforce expectations are increasingly influencing sustainability decisions across the region.
• Local expertise remains critical for aligning global sustainability goals with regional regulatory, cultural, and operational realities.

 

As the global community celebrates World Environment Day 2026, attention turned to Azerbaijan, this year’s host country and a region playing an increasingly important role in conversations about sustainability, energy transition, and environmental stewardship. Located at the crossroads of Europe and Asia along the historic Silk Road, Azerbaijan is known for its diverse landscapes, rich biodiversity, and strategic regional position. As host of World Environment Day 2026, the country is showcasing its growing focus on climate action, renewable energy, and sustainable development, supported by commitments to reduce greenhouse gas emissions by 40% by 2035 and increase renewable energy capacity to 30% by 2030.

While Azerbaijan has long been recognized as an important energy producer, the country is increasingly positioning itself at the intersection of traditional energy expertise and a growing commitment to renewable energy, climate resilience, and sustainable development. Following the country’s hosting of COP29 in 2024 and now World Environment Day 2026, the region continues to attract attention from organizations seeking to balance economic growth, environmental responsibility, and long-term resilience.

“Nature is not optional—it is central to climate resilience and our collective future,” is part of the world environment day theme for 2026.

To explore these trends, we spoke with Nurana Zohrabbayli, Business Development Officer at Sustainera Solutions, Inogen Alliance’s associate in Azerbaijan. With a background in environmental engineering and more than seven years of experience in sustainability, environmental and social impact assessment (ESIA), and environmental policy implementation, Nurana shared her perspective on the region’s evolving sustainability landscape and what it means for multinational organizations operating there.

 

A Region Connecting Markets, Energy, and Sustainability

Azerbaijan’s growing importance comes from both its geographic location and its evolving economic vision.

Strategically positioned at the crossroads of Europe, Central Asia, and the Middle East, the country serves as a bridge connecting markets, energy corridors, and regulatory environments. This unique position creates opportunities for regional collaboration while placing Azerbaijan at the center of many sustainability discussions.

“What makes Azerbaijan specifically relevant today is its ability to combine experience in traditional energy with a forward-looking approach to clean energy and environmental stewardship.”

That shift is becoming increasingly visible. Azerbaijan has established ambitious renewable energy targets, with significant investments in solar and wind development alongside new transmission infrastructure designed to support green energy exports to Europe.

At the same time, sustainability conversations within the region are becoming more sophisticated. Environmental and social considerations are no longer viewed solely through a compliance lens. Increasingly, organizations are being asked to demonstrate how they are managing carbon emissions, climate risks, and broader sustainability commitments.

Questions that were uncommon just a few years ago are now directly tied to investment decisions, partnerships, financing opportunities, and market access.

 

Sustainability Challenges Remain Complex

Like many rapidly evolving regions, Azerbaijan and the broader Caspian region face unique environmental and sustainability challenges.

One of the most significant is the environmental legacy of decades of hydrocarbon development. Historical industrial activity has created environmental liabilities that require long-term remediation and investment while supporting ongoing economic growth.

Water availability is another growing concern. Across the South Caucasus and Central Asia, water stress is becoming an increasingly important issue as agriculture, industry, and growing urban populations compete for resources that are becoming less predictable due to climate change.

A third challenge is the pace of regulatory evolution. Environmental legislation in Azerbaijan continues to mature and align more closely with international standards. As permitting requirements, environmental regulations, and compliance expectations evolve, organizations must navigate a changing regulatory landscape while maintaining operational efficiency and business continuity.

For multinational organizations, these developments create both challenges and opportunities.

 

Why Local Expertise Matters

One of the strongest themes that emerged during our discussion was the importance of local knowledge when implementing global sustainability programs.

Many multinational organizations enter new markets with well-developed ESG frameworks, climate strategies, and sustainability commitments. These frameworks are often aligned with international standards and represent years of organizational learning and investment.

The challenge is rarely the quality of the strategy itself.

“Sustainability implementation is not primarily a technical problem. It’s a contextual one.”

Local energy systems, regulatory structures, stakeholder expectations, data availability, cultural considerations, and permitting processes can all influence how sustainability programs are implemented in practice.

Even the most sophisticated sustainability frameworks require adaptation to local operating environments.

“The challenge isn’t the quality of those strategies. The challenge is how they translate into different operating environments.”

Organizations that underestimate these regional nuances may encounter project delays, stakeholder concerns, compliance challenges, or missed opportunities. Those that successfully combine global standards with local expertise are often better positioned to achieve both business and sustainability objectives.

This principle extends across a wide range of sustainability initiatives, including ESG strategy implementation, climate risk assessments, stakeholder engagement, environmental permitting, environmental and social impact assessments, and sustainability reporting.

 

What This Means for Multinational Organizations

As sustainability expectations continue to evolve globally, organizations operating across multiple regions face a common challenge: maintaining consistent global standards while adapting to local realities.

In Azerbaijan and the broader Caspian region, several factors are becoming increasingly important:

• Renewable energy development is accelerating, creating new opportunities and permitting requirements for organizations investing in infrastructure and industrial projects.
• Environmental regulations are becoming more closely aligned with international expectations, requiring companies to monitor evolving compliance obligations.
• Access to capital is increasingly linked to demonstrated environmental performance, particularly through sustainability-linked financing, green bonds, and development finance initiatives.
• Supply chain requirements continue to expand as multinational customers seek stronger environmental and ESG performance from suppliers and partners.
• Water stress and climate resilience are becoming strategic business considerations across sectors including infrastructure, manufacturing, agriculture, and energy.

For organizations entering new markets, strong corporate sustainability frameworks remain essential. However, successful implementation often depends on understanding local regulatory systems, stakeholder expectations, data availability, and operational realities.

This is where local expertise can help bridge the gap between global objectives and practical implementation.

 

Where Organizations Are Investing Today

Several sustainability priorities are currently driving demand across Azerbaijan and the wider region.

Renewable energy projects continue to be one of the most active areas of investment, creating demand for environmental permitting, environmental and social impact assessments, and community engagement support.

Organizations are also increasingly focusing on:

• ESG strategy development and implementation
• Sustainability reporting and disclosures
• Climate risk assessments
• Environmental and social impact assessments (ESIA)
• Industrial site remediation
• Infrastructure and transportation projects
• Agricultural sustainability initiatives

At Sustainera Solutions, this includes supporting organizations with ESG strategies, sustainability reporting, environmental and social impact assessments, and regional projects spanning multiple countries and sectors.

Importantly, demand is no longer limited to large multinational corporations. Mid-sized organizations with international customers, investors, or supply chain connections are increasingly seeking support as sustainability expectations continue to expand.

 

Looking Ahead: Technology, Climate, and New Opportunities

Several emerging trends are starting to shape the next phase of sustainability development across the region.

Green hydrogen presents a significant opportunity due to the region’s renewable energy potential and proximity to European markets.

Digital environmental monitoring is another area gaining momentum. Technologies such as remote sensing, satellite imagery, and AI-assisted analysis have the potential to improve environmental baseline assessments, strengthen compliance monitoring, reduce costs, and enhance data quality.

Climate finance and carbon markets may also play an increasingly important role as organizations seek access to sustainability-linked financing and investors continue placing greater emphasis on environmental performance.

At the same time, workforce expectations are changing. Many professionals entering the workforce today increasingly evaluate employers based on organizational values, environmental commitments, and long-term sustainability goals.

Together these factors show that sustainability will continue moving beyond compliance and reporting toward becoming a core business consideration.

 

From Commitment to Implementation

When asked what gives her optimism about the future, Nurana offered a perspective that reflects a broader shift taking place across industries and regions.

“The conversation is moving from why it matters to how to make it work.”

That evolution may be one of the most meaningful indicators of progress.

As organizations move beyond sustainability commitments and focus on implementation, local expertise, practical solutions, and international collaboration become increasingly important. For multinational organizations operating across diverse regions, maintaining global standards while adapting to local realities remains one of the biggest challenges, but also may be one of the greatest opportunities.

World Environment Day provides an opportunity to step back and consider the bigger picture. This year, Azerbaijan’s role as host serves as a reminder that meaningful progress often happens where global ambitions meet local knowledge, practical action, and regional expertise.

 

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GENEVA, June 16, 2026 /3BL/ – The Tire Industry Project (TIP) is conducting a pilot project with the Greater Paris Sanitation Authority (SIAAP) and sustainability consultancy ERM to test how effectively wastewater treatment plants (WWTP) can potentially remove tire and road wear particles (TRWP). This study will run through 2026 at SIAAP’s Valenton wastewater treatment plant near Paris, France – the second largest in Europe and one of the most advanced facilities that is broadly representative of modern municipal wastewater treatment plants.

Why is this important?
In many cities around the world, rainwater and road runoff are treated by wastewater systems before being released back into waterways such as rivers. Understanding how effective wastewater treatment processes treat TRWP could inform more widespread implementation of best practices in wastewater management.

To date, there is limited evidence that systematically quantifies the removal of TRWP in WWTP. This project is expected to generate robust, end-to-end data, providing a holistic picture and filling a critical knowledge gap.

It is also TIP’s first, real-world test of one of the nine priority TRWP mitigation measures identified in its white paper, Commitment to Addressing Tire and Road Wear Particles.

How does the pilot work?

Between now and the end of 2026, the pilot will aim to analyze samples collected at key treatment stages at the Valenton plant using advanced laboratory techniques, including pyrolysis gas chromatography-mass spectrometry (PY-GC/MS). It will then estimate how much TRWP is removed across the full treatment process. Results are expected to be submitted to a scientific journal for peer review, with final publication likely in early 2027.

From knowledge to action: Researching and assessing potential mitigation measures

TRWP remains an evolving and extremely complex field of study, given the lack of harmonization, the varying characteristics of TRWP and their transformational products as well as the diverse environmental compartments through which they move.

In addition to supporting standardization and setting limits for tire abrasion, TIP and its member companies have committed to advancing the scientific understanding of TRWP to enable science-based mitigation approaches. TIP has been conducting and supporting research to strengthen the knowledge base—specifically around TRWP quantification, characterization, environmental migration and potential impact—while engaging with stakeholders across the value chain to support evidence-based mitigation.

In 2024, TIP published a Commitment to Addressing Tire and Road Wear Particles, which evaluated more than 50 different mitigation measures found in scientific literature. It then prioritized nine of them based on their potential to reduce TRWP, both upstream and downstream, using a three-part approach: prevention, containment, and removal.

While prioritizing nine measures, the paper emphasizes that there is no one-size-fits-all or a single-actor solution. Achieving meaningful progress requires implementation of multiple measures at scale, through multifaceted actions across all actors involved in TRWP generation and management – including the tire, road construction and automotive industries, alongside municipal authorities, academia, and other public and private stakeholders.

At the same time, the review also showed that none of the mitigation measures analyzed have yet been proven to be effective, specifically regarding TRWP, and would require on-ground assessment.

In that regard, the Valenton pilot represents TIP’s first initiative to test the real-world efficacy of wastewater management in removing TRWP, bringing together multiple stakeholders from the public and private sector.

“This pilot is an important step in going beyond understanding the subject in the laboratory to field-based evidence,” said Larisa Kryachkova, Executive Director at TIP. “We expect to identify best practices that can be applied far beyond this project, supporting TIP’s ambition to support science-based mitigation.”

“As the public authority responsible for wastewater treatment in the Paris region, SIAAP is committed to emerging science that protects waterways,” said Sabrina Guérin, Head of Innovation department, SIAAP. “By taking part in this TIP study, we will gain an early, science-based view of TRWP movement in solid waste. The findings can help inform and accompany future treatment planning and readiness for upcoming regulatory requirements.”

Notes to Editors: 

What is TRWP and why/ how is it produced?

Tires play a unique role in providing safe mobility, as they are the only connection between the vehicle and the road. The friction between tires and the road surface, which is critical to vehicle safety and performance, unintentionally causes abrasion and creates tire and road wear particles (TRWP). They are an approximately half-and-half mixture of tire tread and road pavement material.

TRWP generation is influenced by many factors impacting tire wear, including tire design, vehicle characteristics (such as weight, distribution of load, location of driving wheels and suspension types), road surface (material, runoff design, roughness), weather (humid or dry, hot or cold), road topology (hilly or flat, winding or straight), and driving behavior (aggressive or smooth driving, high or moderate speed, respecting the correct inflation pressure, braking).

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 marked 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.

About ERM

ERM is a leading global sustainability consultancy, specializing in environmental, health, safety, risk, and social consulting services. With over 8,000 professionals across 40+ countries, ERM helps organizations integrate sustainability into their strategies and operations. ERM has previously worked with TIP on field studies of TRWP in the environment. Their work has also included developing and refining analytical methods to detect TRWP.

About SIAAP

SIAAP (Syndicat Interdépartemental pour I’Assainissement de I’Agglomération Parisienne) is a French public utility managing 6 WWTPs, 481km of sewer lines, and 8 stormwater basins. It treats approximately 2.5 million m³/day of wastewater for more than 9 million people in Paris region. SIAAP has strong expertise in urban water-quality modeling and experience with major initiatives such as the Seine River restoration and circular-economy programs such as beneficial reuse of sludge and biogas production.

New Oxford Economics research shows how DP World’s logistics investments in the Dominican Republic have generated jobs, skills development, and more inclusive economic growth.

Ports are often measured by the volume of cargo they handle or the number of vessels they serve. But their broader impact extends far beyond the waterfront.

At DP World’s terminal at the Port of Caucedo in the Dominican Republic, trade infrastructure is helping create employment opportunities, build workforce skills, and strengthen economic mobility for thousands of people across the country.

The research highlights how the benefits of trade connectivity extend well beyond moving goods, generating value for workers, families, and communities.

Supporting Jobs Across the Economy

According to the research, activities linked to DP World’s Caucedo operations supported nearly 5,000 jobs nationwide in 2024, including nearly 3,000 jobs in Greater Santo Domingo.

While some of these positions are directly connected to port operations, many exist across a broader ecosystem that includes:

• Transportation and trucking
• Warehousing and distribution
• Manufacturing
• Customs and trade services
• Professional and business services

The findings demonstrate how logistics infrastructure can create ripple effects throughout the economy, supporting employment across multiple sectors.

Creating Pathways for Young Talent

One of the study’s most notable findings is the impact on younger workers.

More than 650 jobs supported by Caucedo are held by people aged 24 and under, providing access to careers within one of the country’s most globally connected industries.

For many young professionals, logistics offers opportunities to develop skills in areas such as:

• Supply chain management
• Terminal operations
• Engineering and maintenance
• Technology and automation
• International trade

As logistics becomes increasingly digitized, these capabilities are becoming valuable across a wide range of industries.

Expanding Opportunities for Women

The research also points to the growing role women play within the broader logistics ecosystem.

Approximately 25% of jobs supported by the port are held by women, representing nearly 1,200 positions nationwide.

While transportation and logistics have historically been male-dominated sectors globally, investments in integrated logistics networks can help create a wider range of employment opportunities across operations, administration, technology, customer service, and supply chain management.

Strengthening Communities Beyond Employment

The value of infrastructure investment extends beyond direct job creation.

DP World’s approach in the Dominican Republic includes ongoing investments in community development, education, environmental stewardship, and workforce readiness initiatives that help strengthen long-term resilience in surrounding communities.

These efforts reflect a growing recognition that sustainable growth requires more than efficient trade flows. It also requires investment in people.

When Infrastructure Is Designed for Impact

The story of Caucedo illustrates an important lesson for policymakers, businesses, and investors alike.

Infrastructure is often viewed through the lens of economic performance. Yet its most meaningful impact may be its ability to expand opportunity — creating pathways to employment, skills development, and long-term prosperity.

When trade infrastructure is designed with people in mind, ports become more than gateways for goods.

They become catalysts for inclusive growth.

Learn more about the DP World Effect in the Dominican Republic