Month: July 2026

Extended Producer Responsibility (EPR) has moved from a niche policy concept to a practical business issue in the United States. For companies that sell packaged goods, consumer products, or products already covered by stewardship laws, EPR is now a complex regulatory reality. Spanning issues of compliance, data, procurement, packaging design, and budgeting, packaging EPR laws increasingly touch legal, operations, finance, and marketing teams alike.

At its core, EPR shifts responsibility for managing products at end-of-life from municipalities and taxpayers to producers. In practice, that usually means certain companies must register with a producer responsibility organization (PRO), report what they place on the market, and help fund collection, recycling, or other end-of-life management systems. In the United States, EPR is not governed by a single federal framework. Instead, it’s developing through a patchwork of state laws, each with its own definitions, timelines, and compliance expectations.

This legislative patchwork can begin to look unmanageable very quickly. For example, a company could be regulated in one state, exempt in another, and subject to a different set of definitions and deadlines in a third — all while facing fairly significant fines for non-compliance. In this article, we offer an overview of the current EPR landscape in the U.S., focusing on the seven states that have enacted packaging EPR laws, including where each law stands now, which deadlines matter most, and where to find official legislative information.

What EPR Means for Business 

For companies new to EPR, one of the biggest sources of confusion is the word “producer.” In most state packaging laws, the producer is not necessarily the company that physically manufactures the packaging. The producer can be a brand owner, brand licensee, importer, or another party identified through a hierarchy written into state law, which means a company can be responsible for compliance even if a third party designed or supplied the package. This distinction is important because EPR obligations are tied to the legal definition of producer in each jurisdiction.

For an in-depth discussion about various producer definitions, roles, and responsibilities (among other topics related to packaging EPR), be sure to read our recent interview: Unpacking Extended Producer Responsibility.

The Seven U.S. States with Packaging EPR Laws

As of May 2026, seven states have enacted packaging EPR laws: Maine, Oregon, Colorado, California, Minnesota, Maryland, and Washington. These laws are in different stages of implementation, and the pace of rulemaking remains uneven. For businesses, the key takeaway is simple: Enactment does not mean all EPR programs work the same way, and deadlines are already active or approaching in several states.

Maine: Stewardship Program for Packaging

Maine was the first U.S. state to enact a packaging EPR law. Passed in 2021, Maine’s LD 1541 established a Stewardship Program for Packaging intended to reimburse municipalities for recycling and waste management costs and improve the state’s recycling system over time. Maine’s law has been especially influential because it helped set the policy direction later adapted by other states.

Unlike some newer programs, Maine’s implementation has been phased and shaped through additional rulemaking and legislative refinements. The program is expected to be fully operational in 2027 and managed by a stewardship organization (SO) selected by the Maine Department of Environmental Protection. As the law moves into operational compliance, producers will be expected to register and report with a stewardship organization immediately after Maine has designated one — likely early summer 2026.

Important deadlines and milestones include a 2026 registration and reporting cycle tied to producer obligations, with reporting for covered producers expected by June 2026. Start-up fee obligations are expected in September 2026 once the stewardship organization process advances.

Businesses selling into Maine should not assume this program’s earlier enactment date equates to less significant operational requirements. In fact, Maine is one of the clearest examples of how EPR laws mature over multiple years before becoming fully actionable for producers. Now is the time to understand the law and prepare operations for compliance.

Official legislation: Maine LD 1541, An Act to Support and Improve Municipal Recycling Programs and Save Taxpayer Money

Maine’s LD 1541 is the only one of the seven EPR laws not currently operating under the banner of the Circular Action Alliance (CAA), which is the leading PRO for EPR in the United States. CAA intends to be the stewardship organization for Maine, but as of this writing (May 2026), no stewardship organization has been selected.

PRO (SO): Not determined.

Oregon: Plastic Pollution and Recycling Modernization Act

Oregon’s SB 582 is widely viewed as the first packaging EPR program in the United States to become fully operational at scale. Reflecting Oregon’s commitment to prioritizing practices that prevent and reduce the negative environmental, social, economic, and health impacts of production, consumption, and end-of-life management of products and packaging across their life cycle, SB 582 establishes that producers have responsibility for managing covered products, packaging, and the waste associated with them.

The law covers packaging, paper, and food serviceware, making it broader than some packaging-only frameworks. It has become an important real-world test case for how producer registration, data reporting, fee collection, and oversight work in practice.

The most significant operational milestone was July 1, 2025, when Oregon’s program became active, and producers were required to register with the approved PRO (Circular Action Alliance) and begin complying with reporting and fee obligations. The first reporting cycle for 2024 supply data was due in spring 2025. For 2026, the key business deadline is the annual reporting cycle May 31, 2026 (for 2025 supply data), alongside ongoing fee and participation obligations.

Oregon’s law also demonstrates how quickly EPR can move from policy to enforcement. SB 582 has already required thousands of companies to assess whether they are obligated producers, to register, and to build reporting processes. Businesses that have not yet evaluated their Oregon exposure may already be behind.

Official legislation: Oregon Senate Bill 582, the Plastic Pollution and Recycling Modernization Act

PRO: Circular Action Alliance (CAA) | Oregon

Colorado: Producer Responsibility Program for Statewide Recycling Act

Colorado’s HB 22-1355 created another major packaging EPR framework, with a strong emphasis on statewide recycling access and producer funding through an approved PRO. Colorado has moved steadily through implementation and is now one of the most important compliance states for businesses that sell packaging into the western United States.

Colorado’s producer registration deadline passed earlier in implementation, and the state has now entered its active reporting and program administration phase. For 2026, one of the most important deadlines is May 31, 2026, when annual supply reporting for 2025 data is due for covered producers. As with other states, producers must first determine if they fall within the state’s producer hierarchy and whether their packaging qualifies as covered material.

Colorado matters strategically because it reinforces a broader trend: Even where overall program design is similar from state to state, implementation details differ. Reporting methodologies, fee approaches, exemptions, and guidance all need to be reviewed on a state-by-state basis.

Official legislation: Colorado House Bill 22-1355, the Producer Responsibility Program for Statewide Recycling Act

PRO: Circular Action Alliance (CAA) | Colorado

California: Plastic Pollution Prevention and Packaging Producer Responsibility Act

California’s Plastic Pollution Prevention and Packaging Producer Responsibility Act (SB 54) is one of the highest-profile packaging EPR laws in the country, largely because of the size and influence of the California market and the broader policy ambitions embedded in the statute. The law goes beyond producer responsibility to include source reduction, recyclability, and plastic pollution prevention goals, making it especially consequential for businesses with large packaging footprints. California’s implementation has been closely watched because rulemaking has taken time, and the program includes more detailed reporting concepts than some other states.

For businesses, the most important near-term deadlines in 2026 include the baseline producer report due May 31, 2026, along with an annual supply report and a source reduction baseline report (2023 data). Individual source reduction plans are expected no later than August 1, 2026.

California’s program deserves special attention because many companies that already track packaging for Oregon or Colorado will still need additional data and planning for California. Source reduction plans and the extensive list of the different packaging classifications for California can raise the bar for internal data readiness.

Official legislation: California Senate Bill 54, the Plastic Pollution Prevention and Packaging Producer Responsibility Act

PRO: Circular Action Alliance (CAA) | California

Minnesota: Packaging Waste and Cost Reduction Act

Minnesota’s 2024 packaging EPR law (HF 3911 / SF 2744) added another major state to the growing national patchwork. Known as the Packaging Waste and Cost Reduction Act, the law created a framework ensuring producer responsibility for packaging, paper products, and food packaging. The law also signaled continued momentum for Midwestern states to join the packaging EPR trend.

Because Minnesota enacted its law later than Oregon, Maine, Colorado, and California, the state is still in earlier implementation stages, but important obligations are already taking shape. Key 2026 milestones include the simplified supply reporting deadline of May 31; the July 1 deadline for the first annual PRO registration; and the December 31 deadline for full needs assessment reporting. Producers selling into Minnesota should use this period to validate applicability, improve packaging data, and monitor guidance as the program matures.

Official legislation: Minnesota HF 3911 / SF 2744, commonly referred to as the Packaging Waste and Cost Reduction Act

PRO: Circular Action Alliance (CAA) | Minnesota

Maryland: Packaging and Paper Products Producer Responsibility Plans Act

Maryland became one of the newest states to enact packaging EPR when it adopted SB 901. The law addresses packaging and paper products and adds another East Coast jurisdiction to the list of states businesses must track closely. For national brands, Maryland reinforces that packaging EPR is no longer confined to a handful of early-adopter states.

Implementation in Maryland is still in development, but 2026 is already a critical year. A simplified supply reporting deadline is expected on May 31, 2026, making this a live compliance year rather than a distant planning exercise. July 1, 2026, also brings a requirement from the PRO (Circular Action Alliance) to provide the Maryland Department of the Environment with a list of producers, brands, and material type information. Companies should also pay attention to how Maryland finalizes producer registration and PRO-related requirements.

From a business perspective, Maryland highlights a recurring lesson: Newly enacted laws can produce obligations quickly, and companies that wait for “full implementation” before preparing may find themselves scrambling to gather historical packaging data.

Official legislation: Maryland Senate Bill 901, the Packaging and Paper Products Producer Responsibility Plans Act.

PRO: Circular Action Alliance (CAA) | Maryland

Washington: Recycling Reform Act

Washington joined the packaging EPR landscape with SB 5284, the Recycling Reform Act. As another newly enacted law, it expands the number of jurisdictions where producers must be prepared for reporting, registration, and fee obligations tied to covered packaging and paper products.

Washington’s program is still moving through early implementation steps, but 2026 again marks an important planning and compliance year. A simplified supply reporting deadline is expected on May 31, 2026, and July 1, 2026, is the date by which producers must be registered with a PRO in Washington.

For businesses already dealing with California, Oregon, and Colorado, Washington adds to the operational pressure to standardize packaging data and develop repeatable state-by-state compliance processes.

Official legislation: Washington Senate Bill 5284, the Recycling Reform Act.

PRO: Circular Action Alliance (CAA) | Washington

How Producers Can Help Reduce EPR Fees

Because EPR fees are generally tied to the amount and type of packaging placed on the market — and many programs are increasingly using eco-modulation to reward better environmental performance — producers can often reduce costs by focusing on a few practical strategies: lightweighting packaging where possible, simplifying formats to improve recyclability (for example, moving away from hard-to-recycle multi-material combinations when feasible), increasing post-consumer recycled content where program rules recognize it, and eliminating unnecessary packaging components.

Producers should also strengthen packaging data management and work closely with suppliers early, since accurate material data is essential for correct reporting and for identifying lower-fee design options. In short, the companies most likely to control EPR costs are those that treat packaging design, data quality, and compliance planning as part of one coordinated strategy.

For a deeper discussion of ways to reduce EPR fees, including the eco-modulation approach, be sure to read our interview with the SCS Consulting EPR team.

The Bottom Line

EPR in the United States has entered a new phase. What began as a policy discussion has become an operational reality for producers in multiple states, especially in packaging. For businesses, the challenge is not only to understand the theory of producer responsibility, but to manage a fast-changing patchwork of state rules, deadlines, and reporting expectations in a way that is practical and repeatable.

The companies that will be best positioned are those that move early: validating producer status, improving packaging data, planning for fees, and integrating EPR into packaging and compliance strategy. That said, some companies may be just finding out about these regulations now and that they need to register and report by May 31^st — just days away.

For these companies, it’s most important to determine quickly if you’re an obligated “Producer” and to register with CAA as the PRO for all six states with upcoming reporting deadlines. Even if you can’t get your report filed by the deadline, you should get it in as soon as possible to reduce the risk of paying late fees and fines.

Do you have EPR questions, concerns, or emerging issues? Our EPR team at SCS Consulting Services is here to help. Learn more and feel free to get in touch today.

by Lee Green, Cascale

When people talk about labor issues in global supply chains, the conversation almost always comes back to regulation.

New laws. New reporting requirements. New due diligence obligations. The assumption often seems to be that more regulation naturally leads to better outcomes for workers.

I’m not convinced it’s that simple.

That’s not because regulation doesn’t matter. It absolutely does. Good regulation establishes clear expectations, creates accountability, and helps level the playing field. It can raise standards across industries and send a strong signal that exploitative practices have no place in global trade.

But legislation is only the beginning. Real progress depends on what happens after a law is passed.

Too often, we celebrate the announcement of new legislation as though the problem has been solved. In reality, implementation is where the hard work begins.

Take for example, the European Commission’s recent publication of the implementation guidance for the EU Forced Labour Regulation. It includes the new single portal – a national portal system set up by EU member states to provide single entry points for EU funds managed by national and regional authorities.

This shows how governments are now moving from adopting legislation to operationalizing it.

Governments need the resources to enforce new rules. Businesses need clarity about what is expected of them. Suppliers need time, investment, and support to adapt. Workers need access to effective remedies when standards aren’t met. Without those pieces, even well-intentioned regulation risks becoming another compliance exercise rather than a catalyst for change.

There’s another question I think we should be asking more often: what behaviors are we trying to encourage?

Much of today’s regulatory discussion understandably focuses on penalties. Non-compliance needs consequences. But if we only design systems around punishment, we miss an equally important opportunity to reward progress. Companies investing in stronger due diligence, better purchasing practices, improved working conditions, and long-term supplier relationships should see that effort recognized. Countries strengthening their labor frameworks should have confidence that meaningful progress counts for something. The most effective policy environments don’t simply identify failure. They create incentives for continuous improvement.

That principle becomes even more important when supply chains span dozens of countries, each operating under different legal systems and regulatory expectations.

One of the greatest challenges facing businesses today isn’t the volume of regulation. It’s fragmentation. Different definitions. Different reporting requirements. Different evidence standards. Different enforcement mechanisms. Every additional layer adds complexity, particularly for suppliers already serving multiple global brands. Time that could be spent improving labor conditions is instead diverted toward demonstrating compliance with a growing number of overlapping requirements.

Greater alignment doesn’t mean lowering standards. Harmonized approaches can make higher standards easier to implement consistently and at scale.

Labor issues aren’t solved by regulation alone because they were never created by regulation alone. Commercial relationships matter, and so do purchasing practices, transparency, and trust. Collaboration between governments, industry, civil society, and workers isn’t optional; it’s how standards actually take hold. None of this replaces regulation, but regulation can’t replace it either.

Now let’s look at the steps forward. Within Cascale’s policy and public affairs team, we monitor and analyze the policy demands on industry while also playing an active role in shaping guidance. Across several recent policy pieces – such as forced labor regulation or Corporate Sustainability Due Diligence Directive (CSDDD) – regulators increasingly appear to be asking companies not just for documentation, but for credible evidence that due diligence is working. This is an important shift. And it’s one that validates that the industry is moving beyond compliance check-box exercises and towards meaningful outcomes.

For the industry, turning these legal frameworks into operational reality requires moving away from theoretical compliance checklists and focusing on practical execution. What does real implementation look like on the ground?

One example is standardized data integration. When a facility uses a single, verified assessment framework (like the Higg Index or SLCP) to capture working conditions, and that data is mutually accepted by multiple global brands and regulatory bodies. It redirects resources directly into workplace improvements.

Another example is capacity building. When new climate adaptation laws demand that factories mitigate heat stress to protect worker health, passing the law doesn’t lower the temperature on the factory level. Better implementation means brands, manufacturers and impact capitals are motivated to co-invest technical energy and engineering audits, installing energy-efficient cooling systems and driving practical factory-level action.

The most successful approaches combine clear legal expectations with practical implementation, meaningful incentives, and shared responsibility across the value chain. The real question isn’t whether regulation is good or bad — that’s yesterday’s debate. It’s what kind of regulatory environment actually changes behavior: one that encourages improvement, supports implementation, reduces unnecessary complexity, and creates the conditions for collaboration alongside accountability.

Because regulation isn’t the destination. It’s one of the tools that helps us get there.

 Lee Green is vice president of communications & marketing at Cascale.

Keysight continues to drive innovation, uphold ethical and sustainable business practices, and contribute to societal prosperity through our corporate social responsibility (CSR) efforts.

Keysight is a trusted partner to our customers in accelerating innovations that connect and secure the world. From clean tech, social impact and wellness, and safety and security perspectives, Keysight is a driving force in advancing a more sustainable future. In fiscal year 2025, we launched new solutions that accelerate time-to-market and enhance efficiencies while helping to ensure readiness for evolving industry standards across technologies that enable sustainable products and services.

Our CSR efforts touch on key societal support and developments. We surpassed our social impact goals by contributing more than $319 million in value to communities and engaging more than 3.5 million students, future engineers, and technology skill learners in STEM education programs. We also continued to foster a work environment of opportunity that enables employees to grow, collaborate effectively, and apply their skills to contribute meaningfully to customers, communities, and society in support of Keysight’s mission.

We continued to make progress towards our science-based targets around renewable electricity and energy conservation. In fiscal year 2025, Keysight’s energy efficiency projects resulted in an estimated 6,160 MWh of annual energy conservation.

Looking ahead, Keysight will continue to use its engineering expertise and operational excellence to support a sustainable future aligned with stakeholder expectations. We are preparing for regulatory disclosure requirements worldwide to maintain the transparency stakeholders expect. Acquisitions of Spirent, the Synopsys Optical Solutions Group, and Ansys PowerArtist enhance our capabilities and support our mission to accelerate innovation across the industries shaping our future. Through these developments, and continued progress on our CSR initiatives, Keysight will continue to support a better, more sustainable world.

Satish Dhanasekaran
President and Chief Executive Officer

Read the full 2025 Corporate Social Responsibility Progress Report

Originally published in GoDaddy’s 2025 Global Stakeholder Impact Report

Community Engagement

Community is at the heart of our culture.

We take a human-centered approach to community engagement, empowering our employees and the entrepreneurs we serve, and supporting the communities where we operate. By fostering meaningful connections and thoughtfully investing our time and resources, we work to create a positive impact.

Employee Volunteerism & Giving

GoDaddy’s Corporate Sustainability and ESG Team supports employee volunteerism, corporate philanthropy, and our employee donation match program, helping employees make a difference in their communities and supporting causes they care about most.

All GoDaddy employees are eligible for 20 hours of paid time off each year to volunteer. We also offer up to an aggregate of $1,500 annually per employee for matching donations to eligible nonprofit organizations, and/ or hourly based donations of $35 for every hour an employee volunteers with a nonprofit. These programs reflect our belief that community engagement starts with empowering our people to give back in ways that matter to them.

• $800,000: Approximately $800,000 donated through employees, volunteer rewards, corporate funds, and matching donations.
• 725: Donated to more than 725 nonprofits.
• 4,400: Nearly 4,400 hours volunteered.

Learn more about GoDaddy’s 2025 Global Stakeholder Impact Report.

About this Report

The GoDaddy 2025 Global Stakeholder Impact Report details our progress toward our corporate sustainability goals, strategies, and initiatives in support of our overarching purpose and values. Unless otherwise noted, this report reflects our corporate sustainability performance across our global operations covering the fiscal year period from January 1 to December 31, 2025. To demonstrate our commitment to transparent communication regarding our sustainability progress, we routinely share updates through our website and our annual reporting. We welcome your questions, comments, and feedback on this report by contacting ESG@GoDaddy.com.

This report references the Global Reporting Initiative Standards, includes select Sustainability Accounting Standards Board metrics for the Internet Media and Services sector, and the Task Force on Climate Related Financial Disclosures. We also disclose our contributions and progress toward priority UN SDGs. For additional information on how we align with these frameworks and key indicators demonstrating our sustainability performance, please refer to the Frameworks & Metrics section.

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.

AEG Presents, a division of AEG, a leading sports and live entertainment company, recently launched inaugural College Connections programs at both Buckeye Country Superfest in Columbus, Ohio, and Electric Forest in Rothbury, Michigan, expanding opportunities for students to explore careers in live entertainment through immersive, behind-the-scenes learning experiences. Designed to increase access to the industry and foster meaningful connections with professionals, the programs provided participants with firsthand exposure to the planning, operations and collaboration required to deliver large-scale live events.  

At Buckeye Country Superfest, students participated in an exclusive site tour and engaged directly with AEG Presents professionals representing finance, venue management, talent buying and event operations. Through career-focused discussions and mentorship opportunities, participants gained a deeper understanding of the diverse pathways available across the live entertainment industry and the expertise required to bring major events to life.  

Meanwhile, at Electric Forest, students took part in the festival’s first College Connections All Access Day, an immersive experience that introduced participants to the scale and complexity of festival production. Students joined department leaders on a guided site tour, learned about career pathways across multiple business functions and connected with employees through networking opportunities designed to support professional growth and industry awareness. The day concluded with remarks from Chad Cheek, Vice President of Business Strategy at AEG Presents, who shared perspectives on leadership, industry growth and the importance of creating access points for emerging talent.  

The impact of the program extended beyond career exploration. Following the Electric Forest experience, several participants were hired into the festival’s Student Staff Program, demonstrating how intentional workforce development initiatives can help create tangible pathways from education and exposure to employment opportunities.  

Through these programs, AEG Presents continues to invest in the next generation of live entertainment professionals by providing students with mentorship, access and real-world learning experiences. By connecting emerging talent with industry leaders and expanding awareness of the many careers that support live events, College Connections helps strengthen a more inclusive and sustainable talent pipeline for the future of the industry 

Key Takeaways:

• EHS programs are sometimes seen as a cost center, but the financial case for them is stronger than some leadership teams might realize. 
• EHS programs build in risk preparation, such as hazard response plans, emergency protocols, and crisis communication, that keep operations running when things go wrong. The Department of Energy estimates $4-$10 saved for every $1 spent on risk management. 
• Workplace safety has become a baseline expectation for a lot of job seekers, which means EHS investment has a direct connection to recruiting and retention costs. 
• Regulatory requirements are growing in scope and consequence, and staying ahead of them is increasingly a business advantage rather than just a legal obligation. 
• Taking a practical, step-by-step approach to crafting a proposal—with business outcomes and risks demonstrated through data and financials—can help you make a more compelling case for EHS initiatives.

Environmental, Health, and Safety (EHS) programs touch every part of how a company runs, from the office to the warehouse or the production floor. These programs help keep people safe, minimize risk, and help operations run smoothly and consistently across a company’s portfolio of facilities. A strong EHS approach also supports financial health by avoiding disruptions and building efficiency into daily work. 

However, EHS programs may be viewed by leadership as a “necessary evil” or a “cost collection center” designed to keep regulators at bay and fines at zero. This misperception is the challenge EHS Leaders often face when approaching the C-suite for support and buy-in. 

But in fact, these practices help companies save thousands of dollars each year. In 2023 alone, workplace injuries in the U.S. cost businesses over $175 billion. A single injury can cost a company around $43,000 in workers’ compensation. Statistics showcase why it’s important for the C-suite to understand the risks of underinvesting in EHS. 

Advocating for your EHS program with the C-suite is complicated further by the presence of other very pressing issues on their minds: economic uncertainty, climate change impacts, greater supply chain transparency demands, and regulatory changes. Those combined factors have led to C-suite stress levels increasing by 60%.  

If you are an EHS program leader and your C-suite is hesitant or is stressed, making a compelling business case for EHS should include talking points on how: 

• EHS programs create business resilience 
• EHS programs improve brand reputation and value proposition 
• EHS programs attract and retain talent 
• EHS programs manage the complexity of regulatory requirements 

Use these points as a guide for providing your leadership with a succinct but full-scope assessment of how EHS affects business in real, bottom-line ways.  

EHS Creates Business Resilience

The C-suite is focused on managing the unknown: supply chain shocks, perpetual client surveys, extreme weather impacts, and global regulatory shifts that vary across the globe.

Strong EHS programs are a critical enabler of business resilience in the face of those often-unpredictable challenges because they embed risk awareness, preparedness, and accountability into daily operations. They help organizations anticipate and manage risk, reduce operational disruptions, protect people and assets, and maintain continuity during periods of change, growth, or crisis.

Show the C-suite how the outcomes and benefits of EHS directly support strategic priorities, such as controlling costs from incidents and downtime, protecting brand reputation, and enabling workforce productivity. That kind of documentation can also be used to demonstrate to investors, clients, and regulators that the organization is well-governed and resilient in an increasingly uncertain business environment.

EHS policies give businesses the tools to prepare for the unexpected. This includes things like hazard response plans, emergency drills, natural disasters, and even crisis communication plans. Having these kinds of clear protocols eliminate the guesswork for employees and brings clarity to otherwise complex situations. When a catastrophe hits, there is already a plan in place to deal with it. 

That preparedness has financial benefits. The U.S. Department of Energy reports that for every $1 spent on risk management, $4 – $10 is saved. (This includes indirect costs such as lost productivity, increased insurance premiums, equipment damage, and training expenses). That’s at least 300% ROI. 

EHS Improves Your Company’s Value Proposition  

For high-stakes industries like automotive parts, aerospace, warehousing/logistics, and energy, your EHS record is often the first filter used during the procurement process. If you don’t pass the safety and environmental “gate,” your technical capabilities and pricing are never even reviewed.  

And this is not simply your safety metrics; clients want to see that environmental issues are also addressed. Having a program that tracks energy use, water and wastewater reuse, and waste diversion can give your bid a boost. Having this kind of data and programs at the ready shows potential clients that working with you will make their own mandatory disclosure efforts much easier. 

EHS compliance is a proxy for overall operational discipline. If a company is disciplined enough to manage complex chemical safety or high-voltage electricity, they are likely disciplined enough to meet production deadlines and quality standards. Make sure you give your C-suite data they can confidently share with potential clients to demonstrate that partnering with your company means lowering their enterprise risk. 

EHS Supports Talent Retention and Acquisition 

Modern professionals, particularly Gen Z and Millennials, no longer view a safe workplace as a “perk”; they view it as a baseline requirement for ethical employment. Strong EHS programs directly drive talent attraction and retention by signaling that a company genuinely values its people, not just its performance.  

Today’s workforce evaluates employers based on culture, psychological safety, and wellbeing as much as compensation, and EHS programs provide the visible structure that supports those expectations: safe work environments, proactive risk management, attention to mental health, and clear processes for speaking up without fear of retaliation. When employees feel protected, supported, and heard, they are more engaged and more likely to stay.

And retaining employees is a cost saving for any company. In 2026, the Society for Human Resource Management (SHRM) is reporting the average HR cost to recruit and hire a general employee in the U.S. is approximately $5,475 per hire. This cost includes job postings, screening, and onboarding, but can exceed $30,000 for specialized or executive roles, with total hiring expenses reaching 50-200% of the position’s salary.  

Managing the Complexity of Regulatory Compliance 

Every industry has rules regarding environmental and workers’ safety. Adhering to these regulations is another way to enhance employee well-being and mitigate risks.  

By not complying, companies either leave money on the table or put their employees, communities, or brand at risk. However, a more salient point for leadership is that, when companies haven’t maintained compliance with EHS regulations, they can lose out on partnerships or business opportunities. In other cases, if work conditions aren’t up to code, the company can face significant fines from regulators and potentially not be on the favored vendor list. 

When pitching to the C-suite, move beyond an “avoiding fines” proposition and present EHS as a value creation engine. In the current landscape, global EHS compliance is the primary defense against “governance stress tests”, like Spain’s psychosocial laws, or supply chain due diligence (CSDDD) and carbon border taxes (CBAM). Investment in a strong EHS program allows you to turn regulatory turbulence into a competitive advantage.  

Global regulatory agencies are increasingly moving toward more serious consequences (including criminal liability for directors), and significantly higher fines, even for offices. Funding a “trust but verify” system is less expensive than a single multi-million-dollar settlement or a “stop work” order from a regulator. 

Being able to speak to the points above, from the benefits to the risks, gives you the convincing content you need to make a case for EHS with your leadership. 

Step-by-Step: Build a Business Case for EHS 

Once you know the major talking points that make a convincing argument for EHS initiatives, it’s time to build a case for your leadership team. These four steps will take you from ideation to executive approval. 

1. Assess your conditions

The first step is to get a lay of the land within your company. Connect with key stakeholders in your company who are directly affected by EHS initiatives and focus on identifying risks and controls. Building a consolidated risk register is a great way to document this information; it gives you a single reference point for evaluating the strength of your controls and how their performance is currently being reported to leadership.  Using that register, identify any gaps. If certain controls need to be added or revised, make a plan to vet and price them.  

2. Layer on data

With a clear view of where your company is lacking in EHS standards, you can start to pull together statistics that will support the financial case for investment. Presenting specific numbers and a clear path from proposed investments to addressing audit findings helps turn a general request into a business-first pitch. Focus metrics that make the case for the tools you need to accelerate maturity of your program. (These might include micro-training, visual safety, AI tools for data analysis, and so on.) You can start broad, but it’s also important to get specific: the number of people it will affect, the cost per person, the number of findings that can be closed, etc. Calculate ROI that directly relates to your company’s current budget, and don’t neglect to outline the ways the business is losing money by holding off on EHS policies. 

You’ll also need to contextualize the data with a strong case for strategic alignment. In other words, why is now the best time to invest in EHS? Resources like the European Survey of Enterprises on New and Emerging Risks, OSHA, CDP, and the Department of Energy will have additional statistics and data about everything from injuries by classification to fines associated with violations, which you can use to relate more specifically to your company.

3. Plan for action

You also need to make sure that you have a roadmap in place for execution. Having a budget is important, but come prepared with realistic timelines, KPIs, and a system for ongoing review with key stakeholders. The company’s culture and established business demands must be part of the plan. Keep it simple, but show you have a plan for achieving success that will not cause undue disruption. 

4. Make the pitch

With company data and national statistics integrated, you now have the tools to support your business case for EHS. Prepare a concise and compelling presentation or brief that you can deliver to your C-level team. Even if you are extremely passionate about EHS, it’s essential to tie financial benefit to the key talking points you present. This, in tandem with your enthusiasm, will help your chances of getting leadership to approve the investment. Focus on key messages such as:  

• “If we don’t invest in the systems that keep our people safe and our operations compliant, we are risking incurring fines as well as our ability to attract the talent needed to run this company.” 
• “This ask goes beyond a reactive ‘follow the law’ approach. I am asking for an investment in proactive operational resilience. By centralizing our global regulatory intelligence, we move from a cost collection center to a value catalyst that secures our supply chain, protects our people, and reinforces our brand against the unknown.” 
• “EHS protects the engine of the business. When you align safety with talent retention, operational efficiency, and investor confidence, you create a competitive advantage and a genuine driver of business value.” 

Your EHS Journey Starts Today 

With these tools and talking points, you’re ready to move forward in making a strong business case for EHS. The safety, environmental, and financial benefits are all there, and any EHS policy that you develop will create a better work environment for stakeholders and employees alike. 

Ready to see where your organization stands? Contact us to schedule an EHS audit and take the next step toward safer, smarter operations. 

• Eaton AbleEdge smart breakers add intelligent load management to the FranklinWH System 
• Collaboration makes it quicker and simpler to add and manage residential distributed energy resources 

PITTSBURGH, July 9, 2026 /3BL/ – Intelligent power management company Eaton today announces a collaboration with FranklinWH to make intelligent, flexible home energy systems easier to buy, install and scale across North America. The integration of Eaton’s AbleEdge^TM smart breakers with the FranklinWH System helps improve energy affordability by enabling more flexible, intelligent and simplified energy management at home. The companies will help make it easier for contractors and homeowners to integrate solar and energy storage, manage loads, expedite installation and extend backup duration during a grid outage. The joint solution is now available, with Eaton as FranklinWH’s preferred supplier for load management.

Eaton’s AbleEdge smart breakers will add intelligent load management and support virtual power plant (VPP) functionality for the FranklinWH System in retrofit and new construction projects. The collaboration aligns with Eaton’s Home as a Grid strategy that supports flexible power systems that enable customers to do more with the power they have. Eaton’s work with leading home energy management, solar and energy storage providers such as FranklinWH is transforming what is possible for the home as an energy source.

“This collaboration raises the bar for home electrification,” said Paul Ryan, vice president and general manager of energy transition at Eaton. “We’re bringing intelligence to residential circuit breakers—so homeowners can control the loads that matter most, extend backup power and reduce wasted energy. AbleEdge smart breakers integrate with multiple storage systems, work right out of the box and are available through Eaton’s established distributor network—making it easy for contractors to install at scale.”

“FranklinWH is committed to enabling more resiliency and energy freedom for homeowners looking to add storage to their home,” said Gary Lam, CEO and Co-Founder of FranklinWH. “By integrating Eaton’s AbleEdge smart breakers with our FranklinWH System, homeowners will gain new visibility and control over their energy use. Through the FranklinWH App, these insights enable smarter home energy management system, saving money and increasing energy security in the home.”

The Eaton smart breakers can be retrofitted into existing load centers and added to the FranklinWH Meter Adapter Controller to support both retrofit and new construction projects. Homeowners and electrical contractors will be able to use the FranklinWH App to install, commission, manage and monitor both companies’ technologies.

When deployed with participating utilities, the joint solution enables homes to operate as virtual power plants (VPPs). By utilizing intelligent load management, homeowners can shift or shed demand during peak times, store and discharge energy from onsite distributed energy resources, and support grid stability and resilience. Homeowners can use the functionality to participate in utility VPP programs that generate revenue or credits by exporting excess power back onto the local electric grid.

Eaton technologies are backed by the company’s secure-by-design philosophy that ensures its products meet rigorous cybersecurity and safety design standards.

Learn more about Eaton’s Home as a Grid approach.

Eaton is an intelligent power management company dedicated to protecting the environment and improving the quality of life for people everywhere. We make products for the data center, utility, industrial, commercial, machine building, residential, aerospace and mobility markets. We are guided by our commitment to do business right, to operate sustainably and to help our customers manage power ─ today and well into the future. By capitalizing on the global growth trends of electrification and digitalization, we’re helping to solve the world’s most urgent power management challenges and building a more sustainable society for people today and generations to come.

Founded in 1911, Eaton has continuously evolved to meet the changing and expanding needs of our stakeholders. With revenues of $27.4 billion in 2025, the company serves customers in 180 countries. For more information, visit www.eaton.com. Follow us on LinkedIn.

Contact:

Regina Parundik 
+1.412.559.1614
ReginaParundik@Eaton.com

###

Read on Cisco’s Blog

Smart buildings are no longer just about connected devices, sensors, and automation. The bigger opportunity is using workplace data to make buildings more efficient, more responsive, and better aligned to the people and businesses that depend on them.

The need is clear. Buildings accounted for about 28% of global energy consumption and 37% of global carbon dioxide emissions in 2024, according to a 2026 report from the UN Environment Programme. For businesses, workplace environments offer a practical place to reduce energy use, manage operating costs, and improve the experience of employees and visitors.

Achieving that requires more than isolated building upgrades. It requires connecting systems that have often operated in silos, understanding how spaces are actually used, and turning building data into better decisions about energy, real estate, and employee experience.

Turning building data into better decisions

Many building systems already generate useful data. Badge, HVAC, lighting, collaboration, and facilities systems may all capture useful information, but that data often lives in separate places, creating a fragmented view. A future-proof workplace starts by connecting those signals. Cisco technologies such as Cisco Spaces, Webex devices, Meraki cameras, and Power over Ethernet lighting and shading can help bring data together across workplace and building management platforms, creating a more complete and more accurate picture of how people are using a space.

That visibility matters because building usage is rarely uniform. Some areas may be heavily used while others sit empty for much of the day. Conference rooms may be booked but not occupied. Certain floors may need heating, cooling, or lighting at different levels based on real-time activity.

In other words, smart building data can help facilities and real estate teams make decisions based on how workplaces are actually used, not how they were planned on paper.

Smart building data in action

Cisco works with customers to connect networking, collaboration, and building systems, helping real estate and facilities teams use workplace data to improve efficiency, sustainability, and employee experience.

For example, Cisco worked with the U.S. General Services Administration on a Workplace Innovation Lab in Washington, D.C., testing a more modern workplace approach within a federal building environment. By renovating a portion of the space and comparing it to an unrenovated area, the project showed how workplace design and connected technology can support measurable efficiency gains. The organization reported that over one year, the renovated space was 73% more energy efficient than the unrenovated space and avoided five metric tonnes of greenhouse gas emissions.

Better workplaces, better outcomes

Smart building data can help organizations connect efficiency goals with a better workplace experience.

Energy use is one of the clearest opportunities. HVAC and lighting are typically among the largest sources of energy consumption in an office environment. With better visibility into occupancy and usage patterns, organizations can make more targeted decisions about when and where to use energy — instead of heating, cooling, or lighting spaces based only on fixed schedules or assumptions.

Those same insights can also support a better experience for employees and visitors. Data about room availability, occupancy, air quality, temperature, and noise levels can help people find spaces that fit the work they need to do, whether they are looking for a quiet area, a collaboration space, or a room with the right environmental conditions.

Cisco’s London office offers one example of how workplace technology can support a more inclusive environment. The space was designed with neuro-inclusivity in mind, including spatial organization, quieter and louder zones, wayfinding, lighting, furniture, air quality, and thermal comfort. Technology helps make those features more visible and usable, giving employees more ability to choose the environment that works best for them.

From measurement to action

Smart building technology can also support third-party certifications, including green building and wellness-focused standards, by helping teams capture and visualize data related to indoor air quality, temperature, humidity, and other building conditions. This also gives teams a clearer view of how buildings are performing, so they can identify opportunities to improve over time.

As more building data becomes connected, AI can add another layer. It can help teams identify patterns, surface issues, and recommend actions faster than manual analysis alone. For facilities and real estate teams, that could mean diagnosing why a conference room is too warm, understanding why a space is underused, or finding new ways to optimize energy use.

Smart buildings are not about technology for technology’s sake. They are about using data to future-proof workplaces; ultimately making them more efficient, more sustainable, and more responsive to the people who use them.

View original content here.
 

Verizon
By Stacy Morrison

At a glance

• The Reality of Back-to-Back Devastation: When Hurricanes Helene and Milton struck Florida just two weeks apart, they didn’t just damage property—they left vulnerable residents completely displaced with no running water, electricity, or functioning kitchens.
• An Inspiring Alliance for Long-Term Recovery: Discover how a critical grant between Verizon Community Disaster Resilience and the nonprofit Rebuilding Together Greater Florida (RTGFL) is stepping in to repair 43 heavily damaged homes for those who need it most.
• More Than Just Repairs: See how these organizations went beyond standard fixes—installing advanced, storm-resilient upgrades and restoring a life-changing sense of safety and peace of mind.

In fall 2024, Hurricanes Helene and Milton struck Florida just two weeks apart. The storms overwhelmed households already stretched thin, leaving many people at risk of losing their homes.

To support long-term recovery in the Tampa Bay area, Verizon Community Disaster Resilience, an initiative that helps communities prepare for, respond to and recover from extreme weather events, provided a generous grant to Rebuilding Together Greater Florida (RTGFL), a nonprofit organization that provides free, critical home repairs to income-eligible homeowners. Together, they expect to repair 43 homes.

For Tampa residents Shamsher Lamba and Tommy Lam, this support helped them make their homes safe, livable and more resilient against future storms.

“I can’t even go into the house”

Shamsher Lamba, a teacher from Hudson, Florida, evacuated to a friend’s house during Hurricane Helene. The next morning, he returned home to find his neighborhood nearly destroyed. Debris blocked the road. A 60-foot boat rested in his front yard, carried there by floodwater. “It looked like a bomb had gone off,” Lamba says.

Five feet of water had flooded Lamba’s home during the storm. He called a friend—Lamba has a disability that made it difficult for him to navigate the debris—and said, “I need you over here. I can’t even go into the house.” His friend photographed the damage: Water had knocked over the appliances and carried his belongings throughout the house. Lamba’s home had no water, no plumbing, no functioning kitchen and a leaking roof.

Over the next two weeks, Lamba and a group of friends tried to make the house livable again. They worked through the wreckage, hauling out waterlogged debris, ruined appliances and damaged furniture. Then Hurricane Milton hit.

Living in the severely damaged house meant that Lamba had to shower at a local gym before work each day. He ate nothing but takeout, since he had no means to cook at home. While Lamba tried to fix his home as his finances allowed, progress was slow. He installed hurricane-resistant windows and had the electrical system rebuilt four feet off the ground to survive future flooding.

While seeking assistance with the repairs, Lamba connected with RTGFL through one of RTGFL’s partner organizations. Thanks to Community Disaster Resilience funding, the home received a complete insulation upgrade designed to make the home more weathertight and energy efficient. RTGFL completed the rest of the work: a new roof, roofline repairs to protect against water intrusion, new drywall, restored water service, an accessible shower, fresh paint and new appliances.

After more than a year of hauling water and using a camp toilet, Lamba says he is newly appreciative of the home’s plumbing. “I’m still getting used to the fact that I can use a toilet in my house,” Lamba says. “I can do laundry at home again. I have running water. It’s like a novelty.”

For Lamba, who didn’t share his difficulties with his students or community, accepting help was new. “I’ve been through some hurricanes, but this one hit really hard,” he says.

Lamba’s story is like many people’s in the Tampa Bay area. “The people most likely to be left behind are older adults, people with disabilities, veterans and families who were already struggling to maintain their homes,” says José Garcia, CEO of RTGFL. “A neighborhood is only as resilient as its most vulnerable residents. If we want communities to recover fully, we have to ensure everyone has a path forward, not just those with the resources to recover on their own.”

“I didn’t think the hurricane would be dangerous”

In nearby Tampa, Tommy Lam also survived both hurricanes, although with major damage to his home. Lam hadn’t heeded storm warnings for Hurricane Helene because his neighborhood isn’t a high-risk flood zone. But as the storm continued, water poured into the house. When it reached two feet, Lam finally evacuated. By the time the flood ended, the water had risen another two feet.

“The refrigerator, the doors, everything—I had to take it all to the dump,” Lam says. He couldn’t afford essential renovations and had nowhere else to go. “All I have is my home,” he says.

Lam was also referred to the RTGFL and Community Disaster Resilience program by an RTGFL partner organization. His home received disaster-resilient repairs and improvements, including impact windows and exterior doors funded by the Community Disaster Resilience grant. RTGFL replaced the interior doors and installed new cabinets in both the kitchen and bathrooms, as well as a new stove. Lam also enrolled in home insurance coverage for the first time.

Recovery work such as this tends to be underfunded and drawn out. Verizon seeks to address these issues through the Community Disaster Resilience initiative, both by staying present in affected communities and also by partnering with organizations such as RTGFL.

“Our goal is not just to help families recover from the last storm,” Garcia says. “We strengthen their homes through critical repairs, resilience improvements and education that can reduce damage and improve safety during future disasters.”

For homeowners, that support also means a newfound sense of peace. “I feel safe now,” Lam says. “I’m happy. It feels very good.”

For more information on Verizon’s disaster resilience initiatives, visit Verizon Community Disaster Resilience.

Verizon Communications Inc. (NYSE, Nasdaq: VZ) powers and empowers how its millions of customers live, work and play, delivering on their demand for mobility, reliable network connectivity and security. Headquartered in New York City, serving countries worldwide and nearly all of the Fortune 500, Verizon generated revenues of $138.2 billion in 2025. Verizon’s world-class team never stops innovating to meet customers where they are today and equip them for the needs of tomorrow. For more, visit verizon.com or find a retail location at verizon.com/stores.