WASHINGTON, July 16, 2026 /3BL/ – The International WELL Building Institute (IWBI), the Brown University Pandemic Center and Air Club released today Advancing Healthy Indoor Air: Five Leading Policy Models from Around the World, a new report highlighting a rapidly expanding wave of indoor air quality (IAQ) policy innovation across the globe. Drawing lessons from nearly 160 policies spanning 40 countries, the report identifies five leading policy models that governments are using to improve indoor air quality and offers practical guidance for policymakers seeking to strengthen public health, resilience and economic performance.

“We’re entering a new era of indoor air quality policy,” said Skandan Ananthasekar, lead author and Visiting Fellow at Brown University Pandemic Center. “We are seeing governments around the world increasingly focus on how to accelerate improvements in indoor air quality, exploring new policy approaches that can deliver better health outcomes. This report represents an important step forward in understanding the policy landscape and identifying leading models, while also providing a roadmap for policymakers looking to advance policies in their countries.”

The report synthesizes findings from a comparative analysis of a global indoor air policy database, which includes 158 adopted IAQ policies across 40 countries, including more than 50 that were enacted or amended within the past five years. The report highlights five leading policy models pioneered by eight governments, demonstrating how they are adapting IAQ policy to fit their own institutional structures, political environments and public health priorities while making a significant contribution to a growing body of international policy best practice.

“Policy is a critical driver in any movement,” said Jason Hartke, Executive Vice President of Global Advocacy, IWBI. “Around the world, policymakers are embracing indoor air quality as a public health imperative, adopting innovative policy approaches precisely because they recognize their potential to drive healthier buildings, healthier people and stronger economies. This report is all about highlighting what’s working and how we can accelerate progress through sound public policies.”

Drawing from the full database, the report identifies five leading policies models that governments have pioneered to advance healthy indoor air:

  • High-Priority Sectors – focuses on investments in schools, healthcare facilities, childcare and other priority settings. Exemplar: City of Boston, United Kingdom
  • Transparency – expanding opportunities for IAQ monitoring, public disclosure and other programs to make indoor air more visible. Exemplar: Belgium
  • Integrating Health into Building Performance – Integrating health and indoor air quality within new or existing building performance policies. Exemplar: European Union, United Arab Emirates
  • National Coordination – Establishing coordinated national strategies that align relevant government agencies and programs. Exemplar: Finland
  • Dedicated Indoor Air Quality Law with Enforcement – Adopting IAQ requirements supported by monitoring and enforcement mechanisms. Exemplar: South Korea, Taiwan

“The global momentum for healthy indoor air has never been stronger,” said Georgia Lagoudas, Co-Founder of Air Club and Senior Fellow at the Brown University Pandemic Center. “Today, a multitude of countries are driving policy innovation that is helping make healthy indoor air both achievable and scalable. We hope this report will empower policymakers from around the world to learn from these models and inspire action in their own jurisdictions.”

The report builds on the growing international movement to elevate indoor air quality as a public health priority and a fundamental human right. Through the Global Commission on Healthy Indoor Air and the Global Pledge for Healthy Indoor Air, IWBI, Brown Pandemic Center and Air Club are working to bring governments and organizations together around a shared vision of healthier indoor environments. This report serves as another important contribution to that collective effort, and to the shared belief that everyone, everywhere deserves access to healthy indoor air.

About the International WELL Building Institute

The International WELL Building Institute (IWBI) is a public benefit corporation and the global authority for transforming health and well-being in buildings, organizations and communities. In pursuit of its public-health mission, IWBI mobilizes its community through the development and administration of the WELL Building Standard (WELL), WELL for residential, WELL Community Standard, its WELL ratings and management of the WELL AP credential. IWBI also translates research into practice, develops educational resources and advocates for policies that promote people-first places for everyone, everywhere. More information on WELL can be found here. Media contact: media@wellcertified.com

International WELL Building Institute, IWBI, the WELL Building Standard, WELL v2, WELL Certified, WELL AP, WELL EP, WELL Score, The WELL Conference, We Are WELL, the WELL Community Standard, WELL Health-Safety Rated, WELL Performance Rated, WELL Equity Rated, WELL Equity, WELL Coworking Rated, WELL Residence, Works with WELL, WELL and others, and their related logos are trademarks or certification marks of International WELL Building Institute pbc in the United States and other countries.

About the Brown University Pandemic Center

The Pandemic Center at Brown University’s School of Public Health works to prevent, reduce vulnerabilities, and increase resilience to pandemics, other biological emergencies, and the harms they pose to health, peace, security, and prosperity.

About Air Club

Air Club is a global coalition of indoor air quality champions working to make indoor air healthy. Air Club launched the Global Pledge for Healthy Indoor Air, which calls on governments and organizations to prioritize this crucial issue.

View original content here.

Originally published on STEM Next

Before they got involved in STEM Next’s Opportunity AI pilot project in the fall, educators said they weren’t sure where to start with using AI in their programs, much less teaching kids how to use it responsibly. Now, they’re testing activities with students, exploring how to integrate career-connected AI learning in their programs, and sharing what works with other educators across their states.

This is an early look at what it takes to scale human-centered AI learning through afterschool.

With leadership support from partners including Qualcomm and Arconic Foundation, STEM Next launched the Opportunity AI pilot project in fall 2025 with afterschool network leaders and educators in Montana, Ohio, Pennsylvania and West Virginia with a goal to make AI learning practical, accessible, and scalable through afterschool and summer programs.

Click here to read more on STEM Next

Welcome to the BIER Workstream Feature Series, a new content series that provides members, partners, and industry stakeholders with a closer look at the collaborative initiatives, technical expertise, and practical resources that advance environmental sustainability across the beverage sector.

Each feature will highlight one of BIER’s active workstreams, exploring the challenges being addressed, the value being delivered to members, and the role collective action plays in supporting industry-wide progress. Through these conversations, readers will gain greater visibility into the work happening behind the scenes and the collaborative efforts that help transform shared challenges into practical solutions.

This month, we are highlighting BIER’s Water, Energy, and Emissions Benchmarking Study, one of the coalition’s longest-running initiatives. For nearly two decades, benchmarking has helped participating companies better understand operational performance, identify opportunities for improvement, and gain insight into environmental sustainability trends across the beverage sector. The study provides BIER members with normalized data and analysis that can support performance evaluation, goal setting, and continuous improvement efforts.

To learn more, we spoke with Eileen Lo, Senior Manager and BIER’s Benchmarking Workstream Lead.

What is the purpose of this workstream?

The Benchmarking Study provides participating members with a better understanding of environmental performance across the beverage sector by collecting and analyzing facility-level data related to water use, energy consumption, and Scope 1 and Scope 2 greenhouse gas emissions.

The study allows participating companies to benchmark their performance against aggregated industry data[1] and gain insights into operational trends, efficiency opportunities, and sustainability performance across different beverage facility types.

What key issue is it addressing?

The beverage industry continues to face rising expectations for improved resource efficiency, climate action, environmental reporting, and operational performance.

The Benchmarking Study helps address a fundamental challenge facing many organizations: understanding how performance compares across the broader industry and identifying opportunities for improvement using credible, comparable data.

By providing meaningful benchmarking data, the study supports informed decision-making and helps companies better understand environmental performance trends across water, energy, and emissions metrics.

Why does this work matter to members and the industry?

As shared by our members, one of the most valuable aspects of the Benchmarking Study is that it enables them to understand how their facilities compare to overall industry performance.

The reports help members benchmark themselves against industry averages, evaluate progress toward sustainability goals, and identify opportunities for improvement.

The study also provides historical trend data, allowing participants to compare current performance against previous reporting periods. This helps companies better understand whether implemented programs are driving measurable sustainability improvements and identify efficiency factors that may influence performance over time.

Beyond individual companies, the study contributes to sustainability evaluation for the broader industry by providing aggregated insights that support shared learning and continuous improvement across the beverage sector.

How has the workstream evolved over time?

Originally, the Benchmarking Study focused primarily on water performance.

As climate-related discussions and expectations increased, members expressed interest in expanding the study to include energy and greenhouse gas emissions metrics. As a result, the benchmark evolved into the Water, Energy, and Emissions Benchmarking Study.

The study has also expanded its analytical capabilities. In addition to examining performance across facility types such as breweries, wineries, distilleries, and bottling facilities, BIER has conducted best-in-class analyses to better understand the technologies, tactics, and operational practices associated with top-performing facilities.

Members are increasingly interested not only in performance data but also in understanding the operational strategies and best practices that support improved efficiency and sustainability outcomes.

What is a current focus area or challenge?

The Benchmarking Team continues to improve the Benchmarking Study, working with participants to enhance data quality and evaluate opportunities to incorporate additional metrics that are meaningful to BIER members. Additionally, the Benchmarking Team strives to encourage submission of supplemental data specific to each facility type, which will help to identify process and product-related efficiency drivers for sustainability performance.

Overall, the Team is focused on continuously improving the report, building on the Study’s foundation to provide deeper insights and greater value for the beverage sector.

What is one insight or takeaway people may not realize?

The highly collaborative nature of the benchmarking process cannot be overstated. The study extends beyond participating companies and includes collaboration with industry associations and other stakeholders, helping create a broader platform for knowledge sharing and collective progress.

“The realization that so many large companies, that are competitors, can collaborate on these sustainability initiatives, is encouraging and impressive,” shares Eileen, the Benchmarking Workstream Lead.

Through working on this study, long-standing members often help newer participants understand BIER’s history and purpose, reinforcing the idea that the work is designed to benefit the broader beverage sector rather than any single organization.

How does this work support BIER’s broader mission and 2030 direction?

The Benchmarking Study reflects BIER’s longstanding commitment to advancing environmental sustainability through collaboration, scientific rigor, and practical implementation.

By providing members with credible, comparable performance data and facilitating shared learning across companies, the workstream supports BIER’s mission of helping beverage companies address shared environmental challenges collectively.

The study also aligns with the goals by strengthening collective action, supporting industry-wide learning, and providing practical tools and resources that help members make informed decisions on water stewardship, climate action, and operational performance.

Looking Ahead

As environmental sustainability expectations continue to evolve, access to credible data, practical insights, and collaborative learning opportunities remains increasingly important.

The Water, Energy, and Emissions Benchmarking Study demonstrates how BIER members work together to transform shared data into industry insight, helping support informed decision-making and measurable progress across the beverage sector.

Stay tuned for future editions of the BIER Workstream Feature Series as we continue exploring the people, projects, and collaborative initiatives advancing environmental sustainability across the beverage industry.


[1] Industry data referred in this article represents data contributed by participants of the BIER Benchmarking Study, which is not representative of the entire global beverage industry.

 

avatar The Beverage Industry Environmental Roundtable (BIER) is a technical coalition of leading global beverage companies working together to advance environmental sustainability within the beverage sector.

BIER is facilitated by Antea Group.

Image showing corporate giving in 2025

NEW YORK, July 16, 2026 /3BL/ – New data from Chief Executives for Corporate Purpose®(CECP)’s Giving in Numbers® survey shows a corporate giving landscape that’s more divided than it first appears. While median Total Community Investments increased from $21.9M in 2024 to $23.5M in 2025 in a matched set of companies, more than half of companies cut back on giving in 2025. Overall, total giving across all companies stayed relatively flat. The takeaway is that a smaller group of companies increased their investments enough to pull the overall numbers up, masking the fact that pullbacks were the more common story on the ground.

Now in its 25th year, CECP in partnership with companies, has built the largest and most comprehensive historical dataset on corporate social investment trends, drawing on participation from more than 650 multi-billion-dollar companies and representing over $519 billion in giving over the life of the survey.

For the first time, companies with $500M to $1.5B in revenue can take part through a dedicated mid-market tier with benchmarking built for their scale. CECP is also welcoming GroundSwell as a new Innovation Partner, joining Benevity, YourCause from Blackbaud, and Bonterra. Companies on any of these four platforms can use built-in Giving in Numbers reports to pull their survey responses directly from the platforms, cutting out manual data pulls.

“The headline number tells you giving went up, but that’s not really the story,” said Kate Stobbe, Director, Corporate Insights & Research, CECP. “What we’re actually seeing is a widening gap between companies that are leaning into their community investments and companies that are pulling back. The median only rose because the increases from one group were large enough to outweigh the decreases from another. Companies need to look past the topline number to understand where they actually stand.”

Three key takeaways from among the 139 companies that reported Total Community Investments (TCI — Direct Cash, Foundation Cash, and Non-Cash giving) in both 2024 and 2025:

  • The median company’s TCI climbed from $21.9 million to $23.5 million, a 7.5% increase after adjusting for inflation.
  • The top quartile told a similar story, up 10.6% (from $60.6 million to $67.0 million). But those gains weren’t shared broadly.
  • Total giving across all survey participants was essentially flat, down 0.2%, and 52% of companies spent less in 2025 than the year before.

Companies over $500M in revenue can still participate in this year’s survey; see the survey here and email insights@cecp.co for more information. The full Giving in Numbers report will be available in October 2026.

CECP Media Contact

Katie Leasor
kleasor@cecp.co

###

About Chief Executives for Corporate Purpose (CECP)
Chief Executives for Corporate Purpose® (CECP) is the only nonpartisan business counsel and network dedicated to driving measurable returns on purpose. We promote responsible purpose-driven business as it increases customer loyalty, builds employee engagement, improves brand trust, attracts top talent, connects with strategic investors, and contributes to the bottom line.

More than 200 of the world’s leading companies seek to improve their return on purpose through access to CECP’s solutions in research and insights, strategy and benchmarking, and convening and communications. With our companies, we harness the power of purpose for business, stakeholders, and society.

For more information, visit http://cecp.co.

Originally published by GoDaddy

TEMPE, Ariz., July 16, 2026 /3BL/ – GoDaddy (NYSE: GDDY), the world’s largest domain registrar, announced the launch of the GoDaddy Developer Platform, a developer offering designed for a world where AI agents, coding assistants and automated workflows are increasingly doing the work of getting a business online.

AI coding tools already help developers build websites and applications, but finding, registering and configuring a domain still requires users to leave their development environment, visit a registrar website and complete several steps manually.

The GoDaddy Developer Platform brings these steps together into a single workflow leveraging the tools developers already use including terminals, coding assistants and AI chat experiences. This means developers can complete key domain tasks without switching to a browser.

“AI is fundamentally changing how software is created and the infrastructure behind the internet has to evolve with it,” said Travis Muhlestein, chief technology officer of product AI at GoDaddy. “Our Developer Platform now connects GoDaddy domain services directly into developer tools, giving our customers, whether they have one domain or thousands, the ability to complete the entire domain lifecycle. The result is faster domain search, purchase and configuration – going from idea to a live online presence in minutes.”

A Platform Designed for Developers and AI Agents 

The GoDaddy Developer Platform includes:

  • New domain APIs – Programmatic access to domain search and name suggestions, availability and account-specific pricing, purchase, DNS configuration and domain management through a single platform
  • Modern authentication – Scoped open authorization (OAuth) tokens that let developers grant AI agents precisely the access they need and nothing more
  • Agent-safe execution – Built-in scoped permissions, explicit price confirmation before any purchase, and confirmation flows for irreversible actions so that buying authority is designed to remain with the developer or account owner
  • New command-line interface (CLI) – Brings the full platform to the command line, built for developers in a terminal and the AI coding agents that increasingly work alongside them
  • Rebuilt developer portal – Open access to LLM-optimized documentation, CLI downloads and guided onboarding designed to get developers from sign-up to a successful API call in minutes

Today’s launch of GoDaddy’s Developer Platform is focused on the end-to-end domain lifecycle but marks a new chapter for anyone managing domains at scale. The reimagined platform is designed for individual developers, web designers, agencies, domain investors and resellers that build on behalf of clients or automate repetitive work.

“GoDaddy’s Developer Platform is built for the next generation of builders,” said Muhlestein.

Future platform phases may expand into investor workflows, aftermarket APIs, automated domain repair, bulk operations, reseller tooling and additional GoDaddy product APIs.

The free GoDaddy Developer Platform is available now to users across the globe. Existing customers using legacy APIs can continue to use those without disruption but also have the ability to switch to the new beta at any time.

To experience the GoDaddy Developer Platform and to learn more, visit news.godaddy/developer-platform.

About GoDaddy
GoDaddy, the world’s largest domain name registrar, helps millions of entrepreneurs globally start, grow, and scale their businesses. People come to GoDaddy to name their idea, build a website and logo, sell their products and services and accept payments. GoDaddy Airo®, the company’s AI-powered experience, makes growing a small business faster and easier by helping them to get their idea online in minutes, drive traffic and boost sales. GoDaddy’s expert guides are available 24/7 to provide assistance. To learn more about the company, visit www.GoDaddy.com.

Source: GoDaddy Inc.

Read on Cisco’s Blog

Advances in technology continue to make increased demands on networking and technology professionals. In just a few years, AI has become an integral part of how networks are designed, managed, and secured—driving a shift in the skills most critical to IT professionals. Instead of being network operators, network engineers now need to be orchestrators, bringing together various forms of automation and AI.

At Learn with Cisco, our core commitment stays the same: to ensure every IT and networking professional has access to the skills needed to thrive, grow, and lead. For those just entering the field, it means being job-ready: able to configure, secure, and troubleshoot modern networks on day one. For experts, it means making the best use of the AI tools that are fast becoming part of technical environments. For employers, it means access to IT professionals with validated skills who can contribute from the start. And for everyone, it means translating technical acumen into business outcomes, engaging productively with stakeholders, and making better decisions in high-stakes environments.

That’s why I’m pleased to announce a range of training and certification updates across the Learn with Cisco portfolio, all designed to help networking professionals maintain their edge in an AI-driven era.

CCNA: Fortifying the foundation

Cisco certifications help professionals gain credibility, advance their careers, and stay current with evolving technologies. Cisco certifications are structured across multiple levels, including Associate, Professional, and Expert, each designed to validate different expertise and career stages in networking and IT.

The Cisco Certified Networking Associate (CCNA) covers foundational networking knowledge and has been earned by more than 1.8 million individuals in 190 countries. As AI reshapes networking roles, CCNAs need to remain fully job-ready.

In response, we’re launching the first major CCNA blueprint change since 2019. Exam blueprints provide learners with a detailed guide to the topics, skills, and tasks to be covered in the exam, and define its scope and depth.

The new CCNA blueprint is built on pillars that define the modern CCNA: network infrastructure, troubleshooting and problem-solving, developing a security-first mindset, and understanding the role of AI in network management and operations. The updated CCNA integrates essential skills across these pillars, reflecting the realities of today’s hybrid, AI-driven infrastructures.

We don’t make these changes lightly. Changes in exam topics are vetted by leaders in our Cisco Certified community, Distinguished Engineers, IT leaders, and representatives from our customers, ensuring that new network engineers arrive with a toolkit that meets employer expectations.

We’re also evolving the way we train for and validate these skills, blending recall with results. As learners use our new training to prepare for the exam, they’ll encounter more experiential learning opportunities and spend more time in hands-on labs. This moves our learners beyond theoretical understanding to authentic skills development. Correspondingly, the new CCNA exam will test learners’ practical skills, further validating job-readiness.

The exam topics are available on May 20, 2026, and the refreshed exam will be available on February 3, 2027. To help our community build these new skills, we’ve started releasing foundational training materials and tutorials at no cost through Cisco U., and we’ll continue to do so—including new premium training—until the updated CCNA exam goes live in February 2027.

We’ve deliberately created a long runway to help every learner prepare. For those currently studying for the current version of the CCNA, there’s no reason to change gears. The CCNA is and remains the global gold standard in IT certifications. That exam will remain live until the new exam goes into effect.

CCIE: Showcasing AI-readiness

Expert-level engineers are accustomed to solving complex, real-world problems with the best technical tools available. Right now, many of those tools use AI, and AI is a significant productivity enhancer. But before long, AI will be a job requirement.

To allow CCIEs to validate their skills in using AI to support network operations, we’re launching the CCIE AI Deploy, Operate, and Optimize Module. With an embedded AI module, the CCIE exam better reflects the actual environment in which CCIEs work.

The new AI module will be accompanied by a change in exam format. The AI Deploy, Operate, and Optimize Module will be an hour-long module, and the Design Module will be a two-hour exam (rather than three hours). The existing Design Operate and Optimize component in the exam will continue to be a five-hour assessment. All three modules are served by a single blueprint.

The new Module introduces an AI assistant for configuration, troubleshooting, and code creation. CCIEs should be comfortable using these tools for repetitive tasks and other heavy lifting, so that they can focus on higher-level decision-making and thinking.

In the AI Deploy, Operate, and Optimize Module, candidates will be asked to show their facility with AI for both soft and augmented engineering. Soft engineering includes using a general-purpose LLM for problem scoping, diagnostics, output validation, and assisted coding. The augmented engineering topics will assess CCIE’s ability to use AI tools for network operations (AIOps)

AI Deploy, Operate, and Optimize will be rolled out in phases. CCIE Data Center (DC) exam topics will be available at Cisco Live Melbourne in November 2026.​ CCIE DC practice labs will be available at Cisco Live London in February 2027, and the exam with the AI Deploy, Operate, and Optimize Module will go live at Cisco Live US in 2027.​

The human skills necessary to use AI

Employers consistently call out the importance of uniquely human skills to ensure AI is used effectively and responsibly. With AI automating rote tasks, successful network engineers are increasingly asked to serve as a bridge between the technical and business sides of an organization. This is where network engineers transform from tactical technicians to strategic IT advisors. To facilitate this journey, we’re introducing four new “human skills” tutorials on Cisco U. at no cost, helping IT professionals sharpen their critical thinking and business communication skills. These are the skills that help professionals connect technology to business value, amplifying both impact and growth.

Supporting skills from operator to orchestrator

As AI continues to reshape the technology landscape, the skills of Cisco Certified professionals remain critical to ensuring its successful use. With these changes to our certification portfolio, Learn with Cisco ensures that IT and networking professionals are prepared to contribute, grow, and lead at all phases of their careers.

Find more information on the upcoming CCNA release here.

Find more information on the upcoming CCIE release here.

View original content here.

NEW YORK, July 16, 2026 /3BL/ – Louis D. Coppola, CEO and Co-Founder of Governance & Accountability Institute, Inc. (G&A Institute), a leading US-based sustainability and ESG consulting firm, has been appointed Chair of the Stakeholder Council of the Global Reporting Initiative (GRI). He will serve alongside Adekemi (Kemi) Adisa, GM of Sustainability & Shared Value at MTN Nigeria Communications, who was appointed Vice Chair.

Coppola said, “Stepping into this role at such a consequential moment for sustainability reporting is a real honor. As ISSB, ESRS, and a growing set of other standards join the landscape, I expect GRI to matter more, not less. I’ve come to think of it as a kind of Rosetta Stone for reporting – the shared foundation companies build on to connect their reporting across multiple requirements.”

Coppola added, “In my view, AI is fast becoming one of the most important frontiers in sustainability disclosure — both as something companies need to report on and as a tool reshaping how reporting gets done. It’s an area where multistakeholder input matters enormously. I’m looking forward to working alongside Kemi and colleagues to help steward that work in the years ahead.”

The Stakeholder Council is a multistakeholder advisory body to ensure diverse perspectives inform GRI’s priorities. The Council advises the GRI Supervisory Board, Management Board, and Global Sustainability Standards Board (GSSB).

Coppola and Adisa were selected to lead the Council through GRI’s formal governance nomination process. They will serve two-year terms beginning on July 1, 2026.

Hank Boerner, G&A Co-Founder and Chairman, said, “Twenty years ago Lou and I built G&A around a conviction that transparency, done rigorously, makes companies better — and GRI gave that conviction a structure. We went on to serve as GRI’s Data Partner for Ireland, the United Kingdom, and the United States, and we’ve gone on to devote two decades to helping companies put the Standards to work. It’s a full-circle moment to see Lou go from helping companies use the Standards to playing a leading role in the multistakeholder process behind them.”

GRI’s research on 2025 reporting trends demonstrated that companies recognize its continued value even as reporting is being reshaped by ISSB, ESRS, and a growing set of standards. GRI is the most widely used sustainability reporting standard globally — used by 40% of large listed companies, representing 62% of global market capitalization. Notably, 80% of companies using ISSB Standards and 70% of those reporting under ESRS also reference GRI. Early findings from G&A’s forthcoming Russell 1000 research reinforce this pattern, suggesting that GRI is the connective foundation on which companies build their reporting practices.

About G&A Institute, Inc.
Founded in 2006, Governance & Accountability Institute (G&A) is a New York–based sustainability consulting and research firm with deep advisory experience supporting corporate leaders and investors in integrating sustainability into governance, risk, enterprise performance, and evolving regulatory and stakeholder expectations. Backed by rigorous disclosure research and one of the industry’s most comprehensive benchmarking databases, we deliver insight that strengthens transparency, enhances competitiveness, and drives measurable return on investment.

More information is available on our website at ga-institute.com.

FOR MEDIA INQUIRIES & INTERVIEWS, CONTACT
Louis D. Coppola, CEO & Co-Founder
Governance & Accountability Institute, Inc.
Tel 646.430.8230 ext 14
Email lcoppola@ga-institute.com

HAMILTON, BERMUDA, 16 July 2026 /3BL/ – Family-owned Bacardi has signed a new global agreement with ecoSPIRITS, deepening the companies’ collaboration on circular packaging and broadening the access of Bacardi brands to the ecoSPIRITS’ technology platform. The agreement builds on a successful collaboration that began in August 2023, when Bacardi became the first spirits company to introduce circular packaging in the cruise industry.

Under the terms of the new global licensing agreement, Bacardi will have access to the full ecoSPIRITS circular technology platform, including ecoTOTE™, SmartPour™, ecoPLANT™ and the CircularONE™ software platform.

Working with ecoSPIRITS and Carnival Cruise Line, Bacardi helped demonstrate that circular packaging can operate effectively in high-volume cruise environments without compromising quality or operational performance. Since launching a pilot in 2023 with BACARDÍ® Carta Blanca rum, the collaboration has eliminated more than 130,000 single-use glass bottles and removed more than 82,000 kilograms of packaging waste.

Building on that foundation, the agreement creates a framework for Bacardi to explore potential future applications across additional brands, channels and sectors over time. It also reflects growing interest in reducing reliance on single-use glass and moving toward more circular solutions.

The agreement also formalizes a closer technical collaboration between the two companies. Bacardi provided direct input into the development of the ecoTOTE 3.0SC Cruise Edition, a purpose-built solution engineered for maritime environments with enhanced corrosion resistance and compliance with United States Public Health hygiene regulations. Under the new agreement, the companies will continue to collaborate on technology solutions for demanding operational environments, including cruise ships, resorts and high-volume hospitality venues.

“Our collaboration with Bacardi began with a bold idea: bringing circular packaging to the cruise industry for the first time. Since then, we’ve demonstrated what this model can deliver in a complex, high-volume environment,” says Paul Gabie, CEO, ecoSPIRITS. “This new global agreement marks an important next step in our collaboration and creates a framework to explore broader future opportunities together across additional channels and sectors. The technical collaboration we’ve built with Bacardi also shows how brand owners and technology partners can work together to accelerate the transition away from single-use glass.”

“At Bacardi, Good Spirited is about making better choices for both people and planet, while continuing to grow our business the right way,” says Rodolfo Nervi, VP, Corporate Sustainability, Global Safety & Quality, Bacardi. “Expanding our work in circular packaging builds on real progress we’ve already made to reduce waste across our portfolio and reflects our ambition to keep raising the bar. This agreement shows how collaboration and innovation can help accelerate positive change at scale.”

As part of its Good Spirited corporate sustainability program, Bacardi is focused on reducing packaging waste and environmental impact across its portfolio, which includes BACARDÍ rum, GREY GOOSE® vodka, PATRÓN® tequila, MARTINI® vermouth, and DEWAR’S® Blended Scotch whisky. This includes increasing the use of packaging that is reusable, recyclable or biodegradable, as well as removing plastic pourers from bottles and eliminating plastic from secondary packaging and point-of-sale materials.

###

Media Contacts

For media enquiries about ecoSPIRITS, please contact info@ecospirits.global

For media enquiries about Bacardi, please contact Anisa Ghuloom, Director, Corporate Communications, Bacardi, at aghuloom@bacardi.com.

About Bacardi Limited

Bacardi Limited, the world’s largest privately held international spirits company, produces, markets, and distributes spirits and wines. The Bacardi Limited portfolio comprises more than 200 brands and labels, including BACARDÍ® rum, PATRÓN® tequila, GREY GOOSE® vodka, DEWAR’S® Blended Scotch whisky, BOMBAY SAPPHIRE® gin, MARTINI® vermouth and sparkling wines, CAZADORES® 100% blue agave tequila, and other leading and emerging brands including WILLIAM LAWSON’S® Scotch whisky, D’USSÉ® Cognac, ANGEL’S ENVY® American straight whiskey, and ST-GERMAIN® elderflower liqueur. Founded more than 164 years ago in Santiago de Cuba, family-owned Bacardi Limited currently employs approximately 8,000, operates production facilities in 10 countries and territories, and sells its brands in more than 160 markets. Bacardi Limited refers to the Bacardi group of companies, including Bacardi International Limited. Visit http://www.bacardilimited.com or follow us on LinkedIn and Instagram. 

About ecoSPIRITS

ecoSPIRITS is a circular economy technology company that has developed the world’s first low carbon, low waste distribution technology for premium spirits and wine. Our patent-pending closed loop system nearly eliminates all packaging waste in the supply chain. By dramatically reducing packaging and transport, ecoSPIRITS provides a transformative carbon footprint reduction. Founded in Singapore in 2018, the ecoSPIRITS technology has been adopted in 28 countries across Asia Pacific, Europe and the Americas. More than 3,000 leading bars, restaurants, hotels and retailers have chosen the technology, including Michelin-starred restaurants, World’s 50 Best and Asia’s 50 Best bars and iconic hotels. ecoSPIRITS is building a global network of closed loop service, with coverage to grow further in 2026. Together with our brand partners, importers, distributors, wholesalers, venues, and retailers, we are already making a difference. Each year, ecoSPIRITS and our partners are eliminating hundreds of tons of single use glass waste, planting tens of thousands of trees, and inspiring others to change.

For more information, please visit: www.ecospirits.global

Dedicated and passionate EHS (Environmental, Health, and Safety) leaders understand that even the most robust safety policies are ineffective unless there is a culture that promotes – and even celebrates – safety.

A workplace culture that treats safety as a shared commitment by every member of the organization, from top leadership on down, benefits both individual well-being and organizational success. 

Read on to learn how you can establish and foster a culture of safety in your own workplace, and make sure to check out our podcast episode on Bridging Occupational Safety Across Border and podcast episode on Beyond Compliance: Building a Strong Safety Culture.

 

Key Takeaways

  • Safety culture is built through leadership, employee engagement, communication, and continuous improvement.
  • Organizations with strong safety cultures proactively identify hazards before incidents occur.
  • Regular training, reporting, and safety surveys help measure and strengthen workplace safety culture.
  • Building a culture of safety requires commitment from everyone, not just the EHS team.
  • Psychological safety encourages employees to report concerns and near misses without fear.

 

What Is a Positive Safety Culture?

Positive safety culture is an organizational ethos that prioritizes the health and safety of its employees above all else. It is the foundation upon which safe work practices are built and sustained, embedding safety as a core value within the company’s operations and decision-making processes. The fundamental element that sets positive safety culture apart is the proactive nature of how companies address safety issues. It should also be flexible to evolve as risks and environments change.

Safety culture encompasses the shared values, attitudes, behaviors, and everyday decisions that influence how people think about safety at work. Rather than being limited to written procedures, safety culture shapes how employees identify hazards, communicate concerns, and respond to risks. When safety becomes part of daily decision-making, organizations are better equipped to prevent incidents before they occur.

By contrast, a negative safety culture is reactive, addressing safety issues only after they occur. This can lead to repeated incidents and an underreporting of hazards. In a setting like this, employees often feel disengaged and excluded, further exacerbating an unsafe environment and leading to higher accident rates and a disregard for safety procedures.

“I think we’re in a continual state of learning, and humans and the workplace are constantly evolving. As we change and evolve, the risks are changing and evolving too.” – Alizabeth Aramowicz Smith

To see how organizations are putting positive safety culture into action, explore Promoting Safe and Healthy Workplaces.

 

What Does Safety Culture Encompass?

A strong safety culture generally encompasses three interconnected elements:

1. People

Employee attitudes, behaviors, and shared responsibility for safety.

2. Processes

Policies, procedures, risk assessments, reporting systems, and training.

3. Leadership

Visible commitment, accountability, communication, and continuous improvement.

 

While different organizations may define safety culture differently, most successful programs combine engaged people, effective safety processes, and committed leadership.

 

Benefits of a Strong Safety Culture

A strong safety culture involves a collective commitment to safety at all levels, from top management to frontline employees. When safety is deeply embedded in the corporate culture, accident and injury rates are lower, employee morale is higher, and overall efficiencies improve.

  • Lower accident and injury rates: One of the most immediate and tangible benefits of a strong safety culture is a reduction in workplace accidents and injuries. This is achieved by identifying and mitigating risks before they result in harm.
  • Higher employee morale: When employees see that their safety is a top priority, their overall job satisfaction and engagement levels increase.
    Improved brand reputation: Organizations with a strong safety culture are often perceived as responsible and trustworthy by customers, investors, and the general public. Companies known for their strong safety culture can position themselves as leaders in their industry.
  • Increased efficiencies: A strong safety culture can also lead to significant improvements in operational efficiencies. When safety is a priority, processes are designed to minimize risks.

 

Developing and Maintaining a Positive Safety Culture

Creating and sustaining a positive safety culture requires concerted efforts across multiple areas of an organization. It starts with a firm commitment from top management and extends through to active participation by all employees. 

The following elements are critical for successfully establishing a positive safety culture in your organization.

 

Top management demonstrates a commitment to safety

A positive safety culture begins with leadership. When leadership is sincerely committed to safety, it sets the tone for the entire organization. This commitment is evident through actions and decisions that prioritize safety above all else. This requires:

  • Visibility: Leaders actively participate in safety meetings and initiatives, demonstrating their dedication to maintaining a safe workplace.
  • Resources: Adequate resources, including funding for safety programs and investment in safety equipment, are allocated to support ongoing safety efforts.
  • Policy: Safety is integrated into all aspects of organizational policy and strategic planning, making it a core component of the company’s operations.

 

Clear and effective safety policies and procedures are established

Safety policies and procedures form the foundation of a safe working environment. For these policies to provide effective guidance for safe behavior and operations, they must be clearly stated and readily accessible.

Steps to take when establishing safety policies:

1. Develop comprehensive policies that cover all aspects of workplace safety, including equipment usage, hazard identification, and emergency response protocols. A risk assessment is an excellent starting point for identifying concerns and establishing protocols, as well as an EHS culture survey.

2. Make safety policies easily accessible to all employees. Ensure that everyone is aware of and understands the guidelines through various communication channels such as postings, handbooks, and regular briefings.

3. Establish a process for regularly reviewing and updating safety policies to reflect new regulations, industry standards, and insights gained from past incidents.

 

Open and transparent communication regarding safety

Effective communication is vital for promptly identifying and addressing safety issues within an organization. Open and transparent communication ensures that all employees are aware of safety concerns and can actively contribute to finding solutions. This includes implementing easy-to-use and confidential reporting mechanisms for employees to report safety concerns, incidents, and near misses. Additionally, holding frequent safety meetings allows for discussions about ongoing safety issues, sharing updates, and gathering feedback from employees.

 

Workplace Culture EHS Surveys 

Many employers are opting to use culture surveys to assess the current state of environmental, health, and safety (EHS) and employee well-being within their organizations to capture perceptions from employees and management. After deploying culture surveys and reviewing the results, employers gain a better understanding of where they need to focus their efforts to ensure optimal EHS and employee well-being in their organization.

Employee culture surveys can provide snapshots into employees’ and/or management’s perceptions of available resources at a company. A survey provides your c-suite the hard data on which to make decisions, demonstrating their dedication to their most valuable resource – their employees. Having the opportunity to provide honest feedback helps those employees trust their senior leadership.

The employees, in return for being heard, will be more cohesive in understanding their risks, and mindful of their ownership of their organization’s safety. The bolstering of confidence, performance, and communication can extend throughout a department, division, or company. This can continue to break down any proverbial silos amongst an organization and have the added benefit of beginning to reconnect workers and their management.

Additional benefits of employing culture surveys include boosting employee retention, improving organizational efficiency, and identifying potential biases.

 

Employees actively participate in regular safety training

Employee involvement is essential for a robust safety culture. Regular safety training ensures that all employees are knowledgeable about safety protocols and equipped to handle potential hazards. 

These trainings should be regularly updated and tailored to address specific safety needs and emerging risks, ensuring that all employees, from new hires to seasoned veterans, take part in a unified approach to safety. Interactive training sessions that incorporate hands-on activities, simulations, and real-world scenarios are an excellent way to reinforce learning and offer employees the opportunity to ask questions.

 

Regular safety audits and inspections are conducted

To maintain a safe working environment, thorough safety audits and inspections should be conducted regularly. Scheduled audits can be used to evaluate the effectiveness of safety programs and pinpoint areas needing improvement. Routine inspections of facilities, equipment, and work practices can help detect and mitigate risks. When issues are identified, it is imperative to take prompt corrective actions to prevent future incidents and ensure compliance with internal and regulated safety standards.

While these best practices are an excellent framework, professional guidance can help you identify the tools and resources you need.

 

FAQs

What is a safety culture?

A safety culture is the shared values, behaviors, and practices that determine how safety is prioritized throughout an organization.


What does safety culture encompass?

A positive safety culture encompasses people, leadership, and safety processes that work together to identify hazards, reduce risks, and continuously improve workplace safety.


How do organizations develop a culture of safety?

Organizations develop a culture of safety by demonstrating leadership commitment, engaging employees, providing ongoing training, encouraging open communication, measuring performance, and continuously improving safety practices.


Why is safety culture important?

A strong safety culture helps reduce workplace injuries, improve employee engagement, strengthen compliance, increase operational efficiency, and build organizational resilience.


What are the characteristics of a positive safety culture?

Characteristics include:

  • leadership commitment
  • employee involvement
  • open and transparent communication
  • accountability
  • continuous learning
  • proactive hazard identification
  • regular training
  • continuous improvement

Who is responsible for workplace safety culture?

Everyone contributes to workplace safety culture. While leadership establishes expectations and provides resources, employees, supervisors, contractors, and managers all play an active role in creating a safe workplace.


How can you improve safety culture?

Organizations can improve safety culture by listening to employees, encouraging reporting, conducting safety surveys, investing in training, recognizing safe behaviors, and reviewing performance regularly.


What is the difference between safety culture and safety climate?

Safety culture reflects long-term values and behaviors within an organization, while safety climate measures employees’ current perceptions of safety at a specific point in time.

 

Discover how Inogen Alliance can support your organization in building a positive safety culture.

 

Inogen Alliance is a global network made up of dozens 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 here and follow us on LinkedIn.

Across industries, organizations are navigating complex environmental, health, safety, and sustainability (EHS&S) challenges, from evolving regulations and operational risks to circularity, workforce safety, and supply chain pressures. While those challenges vary by sector, one thing remains consistent: progress happens faster through collaboration.

For over 20 years, Antea Group has facilitated industry consortiums that foster open dialogue, peer benchmarking, and collective problem-solving in a trusted environment governed by the Chatham House rule and anti-trust measures. Beyond our role as facilitator, Antea Group leads the committees and advisory boards within each group, provides project management and support, coordinates in-person meetings, and looks for opportunities for each group to leverage their expertise to advance their respective missions. At their core, these groups help industry leaders learn from one another while advancing meaningful progress for common challenges within a sector.

“Industry consortiums create a powerful space for organizations to work together on shared challenges that are often too complex for any one company to solve alone,” said Angelique Dickson, EVP of Partnerships and Networks, Antea Group USA. “By bringing the right partners to the table, we can help turn collective knowledge into practical solutions that move entire industries forward.”

Today, these global consortiums support industries ranging from healthcare and beverage manufacturing to technology and the rapidly growing data center sector. Below is a look at the three consortiums we facilitate, and some of the recent work taking place across these groups.

 

Beverage Industry Environmental Roundtable (BIER)

BIER is a coalition of global beverage companies working together to advance environmental sustainability through technical collaboration and shared industry action.

As BIER marks its 20th anniversary in 2026, the organization continues to expand its work across sustainability challenges affecting the beverage sector. Originally founded around water stewardship, BIER’s focus has evolved to include climate action, sustainable agriculture, circular packaging, sustainability reporting, and supply chain resilience.

In addition to facilitating collaboration among members, Antea Group provides technical support and subject matter expertise that helps advance BIER’s research initiatives, benchmarking programs, technical guidance, and collective action projects.

Initiatives and areas of focus include:

  • Technical guidance and tools related to greenhouse gas emissions and water circularity
  • Quarterly sustainability and environment, social, and governance (ESG) regulatory roundups
  • Collective action initiatives focused on watershed collaboration and sustainable cooling solutions
  • And more:

Industry Benchmarking

For nearly two decades, BIER’s benchmarking program has helped member companies and the larger beverage industry measure environmental performance and identify opportunities for improvement across water use, energy consumption, and greenhouse gas emissions. By collecting and analyzing standardized data from beverage facilities around the world, the program provides the beverage industry with valuable insights into operational performance, emerging trends, and areas of potential risk.

The benchmarking initiative also supports peer learning by enabling companies to compare performance against industry averages, identify leading practices, and make more informed decisions around resource efficiency and sustainability investments. As environmental expectations continue to evolve, the program remains an important tool for tracking progress and driving continuous improvement across the beverage sector.

Charco Bendito Watershed Initiative

One example of BIER’s collective action approach is the Charco Bendito watershed initiative in Jalisco, Mexico. The project brings together companies that share reliance on the same watershed to support long-term water resilience through restoration activities, stakeholder engagement, and collaborative resource management.

By working together across organizations and sectors, participants are helping address shared water challenges that would be difficult for any one company to tackle independently. The initiative demonstrates how collective action can create meaningful environmental and community benefits while supporting the long-term sustainability of critical water resources. BIER continues to look for opportunities around the world to launch similar impactful initiatives.

Sustainable Coolers Coolition

BIER also continues to advance the Sustainable Coolers Coolition, a collaborative effort focused on reducing the environmental footprint of commercial beverage refrigeration equipment.

The initiative brings together beverage companies, equipment manufacturers, and technical partners to explore opportunities and innovations for improved energy efficiency, circularity, and lower-emission cooling technologies. Through shared research, industry engagement, and innovation-focused programs such as the Cool Challenge, participants are helping accelerate the development and adoption of more sustainable refrigeration solutions across the beverage sector. BIER continues to provide a trusted, non-competitive environment where beverage companies can collaborate on practical, science-based approaches to shared environmental challenges.

Find out more about BIER here.

BIER contact: Celine Morris

 

Data Center Safety Council (DCSC)

This collaborative industry group is focused on improving health, safety, and workforce wellbeing across data center operations through shared best practices, training, and alignment.

DCSC continues to expand its collaborative efforts across workforce development, operational safety, and industry alignment. During a recent in-person steering committee meeting, members identified several potential new workstreams for 2026 and beyond, including Benchmarking and Metrics Harmonization and the Standardization of Qualified Electrical Worker Requirements. Discussions also explored the potential development of a broader Data Center Construction Coalition to further extend collaboration across the industry ecosystem.

One of DCSC’s major ongoing initiatives is the Data Center Safety Awareness Certificate, developed in partnership with Certus to establish a consistent baseline of safety awareness for personnel working in live data center environments. The training focuses on common operational risks including electrical hazards, fire and heat exposure, and access control while helping create more consistent onboarding and shared safety language across multi-employer sites.

Additional 2026 priorities include expansion of the High-Risk Activities (HRA) Resource Library, and continued DCSC Exchange bi-monthly forums for data center hyperscalers, owners, and operators. Together, these initiatives support DCSC’s broader mission of advancing holistic health and safety across the data center lifecycle through collaboration, knowledge sharing, workforce development, and practical industry guidance.

DCSC also recently released a new video featuring steering committee members reflecting on the mission, growth, and impact of the organization, and how collaboration across the industry is helping advance consistent safety practices, address shared risks, and improve worker wellbeing throughout the data center lifecycle.

Learn more about DCSC here.

DCSC contact: Tracy Taszarek

 

Healthcare Plastics Recycling Council (HPRC)

HPRC is a cross-sector coalition of globally recognized organizations working to improve the recyclability of plastics and packaging used throughout healthcare environments. With active initiatives across the United States and Europe, HPRC brings together stakeholders from across the healthcare plastics value chain to develop practical, scalable recycling solutions.

At HPRC’s Spring 2026 Full Council Meeting, collaboration across the healthcare plastics value chain remained a central theme, with discussions focused on how manufacturers, healthcare systems, recyclers, and suppliers, can work together to address persistent recycling barriers.

HPRC’s 2026 roadmap includes several ongoing and new initiatives designed to improve healthcare plastics recycling infrastructure and implementation, including:

Houston Regional Healthcare Plastics Recycling Playbook

Building on work from previous years, HPRC is helping advance a regional healthcare plastics recycling model in Houston, Texas, in collaboration with the Alliance to End Plastic Waste (AEPW), the Vinyl Institute, and the Houston Methodist healthcare network. The initiative aims to develop a playbook that will allow other healthcare systems across the US to implement practical, economically viable programs for healthcare plastics recycling.

Hospicycle Resource Refresh

Working alongside the Healthcare Facility Advisory Board (HFAB), HPRC is updating and expanding Hospicycle tools and resources to better support healthcare facilities that are implementing plastics recycling programs.

Recycling Infrastructure Mapping

This initiative is focused on understanding barriers and opportunities for recycle-ready healthcare packaging and materials selection while developing a publicly available map of participating hospital recycling programs and infrastructure.

Standardized Packaging Labeling

HPRC is working to improve end-of-life material identification by exploring more standardized labeling approaches for flexible and rigid medical packaging.

Volume and Value Tool Development

Building on data gathered during previous project work, HPRC aims to develop a predictive tool that helps healthcare facilities better understand recyclable material volumes and how purchasing decisions influence recycling outcomes.

Learn more about HPRC here.

HPRC contact: Tracy Taszarek

 

Looking Ahead: The Future of Industry Consortiums

From advancing beverage sustainability and healthcare plastics recycling to improving data center safety, each of these consortiums demonstrates the value of bringing industry peers together to address shared challenges. Through benchmarking, technical collaboration, knowledge sharing, and collective action, these groups help organizations move beyond individual efforts and make meaningful progress on issues that affect entire industries.

As environmental, health, safety, and sustainability priorities continue to evolve, the consortiums facilitated by Antea Group will continue providing trusted forums where organizations can exchange ideas, develop practical solutions, and help shape the future of their industries.

If you’re interested in learning more about any of these consortiums or exploring opportunities to participate, please reach out today.

Privacy Overview

This website uses cookies so that we can provide you with the best user experience possible. Cookie information is stored in your browser and performs functions such as recognising you when you return to our website and helping our team to understand which sections of the website you find most interesting and useful.