Month: September 2026

September 3, 2026 /3BL/ – DP World has become the first port terminal operator in Chile to receive the Explora Logística Seal, recognizing its work in San Antonio to connect students with the logistics industry through structured educational visits.

Led by Conecta Logística, a nonprofit focused on advancing Chile’s logistics sector, and Fundación ChileDual, which connects technical education with industry, the recognition is awarded to organizations that open their operations to students through structured technical visits.

The initiative supports the UN Sustainable Development Goals, including SDG 4: Quality Education, SDG 8: Decent Work and Economic Growth, and SDG 11: Sustainable Cities and Communities, while helping employees develop leadership skills and connecting companies with future talent.

Since launching its educational visits program in 2024, DP World in San Antonio has welcomed nearly 1,000 students from high schools, technical institutes, and universities throughout Chile. The terminal hosts an average of three visits each month, with approximately 30 participants per visit.

Students experience port operations firsthand and learn about the roles and skills involved in moving cargo and supporting global trade. The visits follow DP World’s safety standards and are supported by employee volunteers who share their knowledge and experience with participants.

Julio Tenesaca, Senior People Director at DP World in San Antonio, said: “This recognition reflects our long-term corporate vision, where sustainability, human capital development, and community engagement are central to our purpose. The commitment and participation of our team of volunteers have also been fundamental to opening our doors and creating meaningful experiences for students.”

Mabel Leva, Executive Director of Conecta Logística, said: “The Explora Logística Seal recognizes the commitment of companies like DP World to supporting students from technical and vocational high schools, bringing the industry closer to younger generations and inspiring them to pursue careers in the sector.

Andrea Garrido, Executive Director of Fundación ChileDual, said: “This recognition reflects a commitment: preparing future technicians is a shared responsibility between the education system and the productive sector. Experiences like DP World’s demonstrate that when companies open their doors and share their knowledge, they make a tangible contribution to strengthening the educational pathways of future generations.”

 

Expanding Educational Opportunities in San Antonio

The program builds on DP World’s wider support for education and youth development in San Antonio. Since 2016, its Pre-University Program has helped more than 300 students prepare for Chile’s Higher Education Admissions Test (PAES). The company also celebrates academic achievement of employees’ children, recognizing students from Year 1 through Year 12 for their outstanding performance during the school year. In 2025, the company further expanded its education initiatives with the launch of its free English Academy for the local community, helping youth strengthen their English skills and broaden their future education and career opportunities.

Through these programs, DP World is helping young people learn about careers in logistics, build practical skills, and prepare for the workplace while strengthening its connection with the communities surrounding its operations.

Learn more about how DP World is supporting people and communities around the world.

Originally published on NCPA.org

ALEXANDRIA, Va., September 3, 2026 /3BL/ – A trailblazing new program using rural pharmacies to identify and screen patients at risk of stroke and heart disease may have saved hundreds of lives, improved outcomes for thousands of patients, and saved millions of dollars by preventing hospitalization.

The pilot program is a collaboration between the National Community Pharmacists Association’s (NCPA) Innovation Center, CPESN^® Community Health, and Bristol Myers Squibb and underscores the importance of patient access to local pharmacies. Data from the first phase was collected over six months from 25 pharmacies in six states (Alabama, Arkansas, Kentucky, Louisiana, Mississippi, and Missouri) known as the “Stroke Belt” because of its high prevalence of cardiovascular disease.

“In this part of the country, like most of rural America, independent community pharmacies are often the only accessible health care providers,” said NCPA CEO B. Douglas Hoey. “Many people in these areas may not have ready access to a doctor, but they frequently visit their local pharmacy. So, the local pharmacist is in a good position to identify at-risk patients, provide screening and counseling, connect patients with social services, and refer them to physicians for medical care so they can maintain or even improve their quality of life.”

“Community pharmacists practicing in underserved areas understand, perhaps better than most, that health care needs to move into neighborhoods and living rooms to be effective. We have to reach people where they live,” said Jessica Hung, PharmD, of Semmes Pharmacy in Semmes, Ala., a CPESN Community Health pharmacy. “Training our staff as community health workers only amplifies the impact community pharmacies have on health-related social needs on a daily basis.”

“Too many people living in rural communities face barriers to timely cardiovascular care,” said Andrew Whitehead, vice president and head of population health at Bristol Myers Squibb. “These findings reinforce the important role community pharmacies can play as accessible, trusted health care hubs — supporting earlier identification of risk, connecting patients to resources, and helping address care gaps. We look forward to building on these learnings to advance more equitable access to care.”

A key element of the program trained pharmacy technicians to be pharmacy-based community health workers (PCHWs). They’re front-line professionals who connect patients with social services they may need in order to get adequate health care, like insurance programs, transportation, and housing assistance. They’re trained on how to identify and engage patients with chronic disease.

According to the data, the 25 pharmacies participating in the program identified nearly 10,000 at-risk patients, had more than 11,000 encounters with those patients, and made more than 20,000 interventions in just six months.

More than 6,100 encounters took place in a pharmacy. More than 3,500 happened during a telehealth visit. The rest occurred out in the community or in the patients’ homes. Patients were screened for stroke risk, atrial fibrillation, transition of care (when patients leave the hospital) assistance, and health-related social needs, like lack of food, housing, or transportation.

Among the patients screened for stroke risk, roughly 2,700 received education from pharmacy staff, and another 267 were referred to a physician for follow-up care. Among patients screened for atrial fibrillation, pharmacy staff detected 400 whose heart rhythm was abnormal. Eighty-one percent of them were referred to a physician. Fifteen percent didn’t have a primary physician, so pharmacy staff found one for them and made a referral. That intervention alone is estimated to have saved $35,000 for every patient with undetected atrial fibrillation.

Results from this phase of the program will be incorporated into a second phase, the strategy for which is being developed by NCPA, CPESN, and Bristol Myers Squibb.

“Access to local pharmacies is key. Allowing pharmacy teams to engage underserved patients with chronic illnesses has the potential to save thousands of lives and hundreds of billions of dollars across the entire health care system,” said Hoey. “The positive impact for Medicare, Medicaid, taxpayers, and commercial insurance plans would be enormous.”

Learn more at www.ncpa.org/itg-cardiovascular-disease.

NCPA is the country’s leading advocate for independent community pharmacies. It represents roughly 19,000 pharmacy locations across the country. CPESN is a network of pharmacists in almost every state providing clinical services. Bristol Myers Squibb is among the world’s leading drug manufacturers.

###

Founded in 1898, the National Community Pharmacists Association is the voice for the community pharmacist, representing over 18,900 pharmacies that employ more than 235,000 individuals nationwide. Community pharmacies are rooted in the communities where they are located and are among America’s most accessible health care providers. To learn more, visit www.ncpa.org.

 

Originally published on NCPA.org

ALEXANDRIA, Va., September 3, 2026 /3BL/ – A trailblazing new program using rural pharmacies to identify and screen patients at risk of stroke and heart disease may have saved hundreds of lives, improved outcomes for thousands of patients, and saved millions of dollars by preventing hospitalization.

The pilot program is a collaboration between the National Community Pharmacists Association’s (NCPA) Innovation Center, CPESN^® Community Health, and Bristol Myers Squibb and underscores the importance of patient access to local pharmacies. Data from the first phase was collected over six months from 25 pharmacies in six states (Alabama, Arkansas, Kentucky, Louisiana, Mississippi, and Missouri) known as the “Stroke Belt” because of its high prevalence of cardiovascular disease.

“In this part of the country, like most of rural America, independent community pharmacies are often the only accessible health care providers,” said NCPA CEO B. Douglas Hoey. “Many people in these areas may not have ready access to a doctor, but they frequently visit their local pharmacy. So, the local pharmacist is in a good position to identify at-risk patients, provide screening and counseling, connect patients with social services, and refer them to physicians for medical care so they can maintain or even improve their quality of life.”

“Community pharmacists practicing in underserved areas understand, perhaps better than most, that health care needs to move into neighborhoods and living rooms to be effective. We have to reach people where they live,” said Jessica Hung, PharmD, of Semmes Pharmacy in Semmes, Ala., a CPESN Community Health pharmacy. “Training our staff as community health workers only amplifies the impact community pharmacies have on health-related social needs on a daily basis.”

“Too many people living in rural communities face barriers to timely cardiovascular care,” said Andrew Whitehead, vice president and head of population health at Bristol Myers Squibb. “These findings reinforce the important role community pharmacies can play as accessible, trusted health care hubs — supporting earlier identification of risk, connecting patients to resources, and helping address care gaps. We look forward to building on these learnings to advance more equitable access to care.”

A key element of the program trained pharmacy technicians to be pharmacy-based community health workers (PCHWs). They’re front-line professionals who connect patients with social services they may need in order to get adequate health care, like insurance programs, transportation, and housing assistance. They’re trained on how to identify and engage patients with chronic disease.

According to the data, the 25 pharmacies participating in the program identified nearly 10,000 at-risk patients, had more than 11,000 encounters with those patients, and made more than 20,000 interventions in just six months.

More than 6,100 encounters took place in a pharmacy. More than 3,500 happened during a telehealth visit. The rest occurred out in the community or in the patients’ homes. Patients were screened for stroke risk, atrial fibrillation, transition of care (when patients leave the hospital) assistance, and health-related social needs, like lack of food, housing, or transportation.

Among the patients screened for stroke risk, roughly 2,700 received education from pharmacy staff, and another 267 were referred to a physician for follow-up care. Among patients screened for atrial fibrillation, pharmacy staff detected 400 whose heart rhythm was abnormal. Eighty-one percent of them were referred to a physician. Fifteen percent didn’t have a primary physician, so pharmacy staff found one for them and made a referral. That intervention alone is estimated to have saved $35,000 for every patient with undetected atrial fibrillation.

Results from this phase of the program will be incorporated into a second phase, the strategy for which is being developed by NCPA, CPESN, and Bristol Myers Squibb.

“Access to local pharmacies is key. Allowing pharmacy teams to engage underserved patients with chronic illnesses has the potential to save thousands of lives and hundreds of billions of dollars across the entire health care system,” said Hoey. “The positive impact for Medicare, Medicaid, taxpayers, and commercial insurance plans would be enormous.”

Learn more at www.ncpa.org/itg-cardiovascular-disease.

NCPA is the country’s leading advocate for independent community pharmacies. It represents roughly 19,000 pharmacy locations across the country. CPESN is a network of pharmacists in almost every state providing clinical services. Bristol Myers Squibb is among the world’s leading drug manufacturers.

###

Founded in 1898, the National Community Pharmacists Association is the voice for the community pharmacist, representing over 18,900 pharmacies that employ more than 235,000 individuals nationwide. Community pharmacies are rooted in the communities where they are located and are among America’s most accessible health care providers. To learn more, visit www.ncpa.org.

 

Nokia
By Subho Mukherjee

One of Nokia’s foundational strengths continues to be our focus on sustainability where we advance connectivity to positively impact both people and planet. We have been reporting our sustainability performance through our voluntary report (People and Planet) since 1999. Fast forward to 2017, and Nokia became the first telecom vendor with a 2030 climate target validated by the SBTi. More recently, in 2023, we integrated sustainability in our strategy and incorporated it in our incentive structure. In 2024, Nokia became one of the first in the ICT sector with SBTi-validated Net Zero 2040 targets. Last year, Nokia was ranked the #1 sustainable company in the communications industry by Corporate Knights, #37 in the world’s most sustainable companies by TIME and Statista, and among the World’s Most Ethical Companies by Ethisphere for the ninth time. This year, Nokia was recognized by TIME Magazine and Statista as 4th in a list of the world’s most sustainable companies in 2026. 

It’s our relentless focus to embed sustainability in our technology and operations that has won us trust with our customers and shareholders. This focus has also helped us meet regulatory requirements and helped make our supply chain more resilient.  But customer requirements are increasing, regulatory compliance demands are growing, and stakeholder expectations are expanding. 

Sustainability now directly influences customer procurement decisions and continues to be a strategic focus area for investors looking to manage ESG risks and performance. It is also a key component of global supply chain resilience and helps us to address risks and opportunities in climate, circularity and bridging the digital divide.

In our industry, the AI supercycle is upon us. Nokia’s North Star, advancing connectivity to secure a brighter world, provides a new way forward. The evolving business environment requires us to enhance our sustainability focus with a performance-enabling and growth-seeking engine. We look to be the most trusted connectivity partner, driving innovation and resilience for a sustainable future.

Nokia’s sustainability strategy

Nokia’s sustainability strategy acknowledges the fact that our position as a trusted vendor in network connectivity technology offers us a unique opportunity to differentiate in the market, with sustainability. 

Our sustainability strategy centers on four impact areas and four enablers to address impacts, risks, as well as evolving customer demands and market opportunities in sustainability.  

Four impact areas 

1. Decarbonization & circular transition: Nokia is accelerating its decarbonization to reach Net Zero greenhouse gas emissions by 2040 across our value chain. We aim for 95% circularity by 2030 for waste, and we are increasing the amount of recycled content in our products.​
2. Bridging the digital divide: Close to 3.4 billion people are still unconnected or underserved in terms of internet access according to the GSMA, making them more susceptible to climate-related disasters and economic marginalization. We aim to help our customers connect 2 billion mobile subscribers and 140 million new fiber-to-home customers by 2030​. Our goal is to support both our customers and those currently unconnected or underserved by promoting digital adoption and providing access to connectivity. ​
3. Supply chain resilience: Our global supply chain is a powerful engine with an annual spend in the billions of Euros and thousands of suppliers spread over 100 countries. It brings both risks and opportunities.​Amid global volatility, we will amplify our responsible sourcing and sustainable supply chain programs that ensure compliance, strengthen resilience, and help us meet customer expectations.
4. Responsible use of technology: Disruptive technologies like AI, 6G, and quantum are increasingly viewed as components of digital sovereignty, making responsible technology a critical differentiator for Nokia. We will be focusing on differentiating ourselves against our competitors as a trusted and responsible producer of technology.​   

Four key enablers

• Customer engagement: Deepen relationships with key customers, where some of our largest put a specific weighting in their technology procurement using sustainability factors.
• Ecosystem collaboration: Meaningful business and sustainability outcomes require collaboration across the ecosystem. Our key goals include unlocking public funding, convening critical partners, shaping global sustainability standards, and leveraging open-source innovation.  
• Innovation: Accelerate non-linear sustainability innovation through our own research and customer co-creation.
• Digitalization: Improve ESG data management by digitalizing, automating processes, and leveraging AI to drive efficiency. 

As we focus on these evolving areas of our strategy, we will continue to aim to uphold the highest standards in compliance, governance, and ethics. 

The foundation that we have built on compliance, risk mitigation, and governance remains the bedrock of Nokia’s reputation and trustworthiness in the market. We’re building on top of it. 

Sharpening our focus 

Our technologies power more than 4.5 billion mobile subscriptions across 150+ countries and the networks of nine out of the top ten AI and cloud providers. Our sustainability strategy focuses on today’s need of connecting intelligence across the world while acting in a responsible manner towards tomorrow’s people and our planet. You can find out more information here. 

Sustainability is an engine for innovation and long-term impact. It’s about focus. It’s about value creation. It’s about collaboration. We look forward to building this future together with you.

Nokia
By Subho Mukherjee

One of Nokia’s foundational strengths continues to be our focus on sustainability where we advance connectivity to positively impact both people and planet. We have been reporting our sustainability performance through our voluntary report (People and Planet) since 1999. Fast forward to 2017, and Nokia became the first telecom vendor with a 2030 climate target validated by the SBTi. More recently, in 2023, we integrated sustainability in our strategy and incorporated it in our incentive structure. In 2024, Nokia became one of the first in the ICT sector with SBTi-validated Net Zero 2040 targets. Last year, Nokia was ranked the #1 sustainable company in the communications industry by Corporate Knights, #37 in the world’s most sustainable companies by TIME and Statista, and among the World’s Most Ethical Companies by Ethisphere for the ninth time. This year, Nokia was recognized by TIME Magazine and Statista as 4th in a list of the world’s most sustainable companies in 2026. 

It’s our relentless focus to embed sustainability in our technology and operations that has won us trust with our customers and shareholders. This focus has also helped us meet regulatory requirements and helped make our supply chain more resilient.  But customer requirements are increasing, regulatory compliance demands are growing, and stakeholder expectations are expanding. 

Sustainability now directly influences customer procurement decisions and continues to be a strategic focus area for investors looking to manage ESG risks and performance. It is also a key component of global supply chain resilience and helps us to address risks and opportunities in climate, circularity and bridging the digital divide.

In our industry, the AI supercycle is upon us. Nokia’s North Star, advancing connectivity to secure a brighter world, provides a new way forward. The evolving business environment requires us to enhance our sustainability focus with a performance-enabling and growth-seeking engine. We look to be the most trusted connectivity partner, driving innovation and resilience for a sustainable future.

Nokia’s sustainability strategy

Nokia’s sustainability strategy acknowledges the fact that our position as a trusted vendor in network connectivity technology offers us a unique opportunity to differentiate in the market, with sustainability. 

Our sustainability strategy centers on four impact areas and four enablers to address impacts, risks, as well as evolving customer demands and market opportunities in sustainability.  

Four impact areas 

1. Decarbonization & circular transition: Nokia is accelerating its decarbonization to reach Net Zero greenhouse gas emissions by 2040 across our value chain. We aim for 95% circularity by 2030 for waste, and we are increasing the amount of recycled content in our products.​
2. Bridging the digital divide: Close to 3.4 billion people are still unconnected or underserved in terms of internet access according to the GSMA, making them more susceptible to climate-related disasters and economic marginalization. We aim to help our customers connect 2 billion mobile subscribers and 140 million new fiber-to-home customers by 2030​. Our goal is to support both our customers and those currently unconnected or underserved by promoting digital adoption and providing access to connectivity. ​
3. Supply chain resilience: Our global supply chain is a powerful engine with an annual spend in the billions of Euros and thousands of suppliers spread over 100 countries. It brings both risks and opportunities.​Amid global volatility, we will amplify our responsible sourcing and sustainable supply chain programs that ensure compliance, strengthen resilience, and help us meet customer expectations.
4. Responsible use of technology: Disruptive technologies like AI, 6G, and quantum are increasingly viewed as components of digital sovereignty, making responsible technology a critical differentiator for Nokia. We will be focusing on differentiating ourselves against our competitors as a trusted and responsible producer of technology.​   

Four key enablers

• Customer engagement: Deepen relationships with key customers, where some of our largest put a specific weighting in their technology procurement using sustainability factors.
• Ecosystem collaboration: Meaningful business and sustainability outcomes require collaboration across the ecosystem. Our key goals include unlocking public funding, convening critical partners, shaping global sustainability standards, and leveraging open-source innovation.  
• Innovation: Accelerate non-linear sustainability innovation through our own research and customer co-creation.
• Digitalization: Improve ESG data management by digitalizing, automating processes, and leveraging AI to drive efficiency. 

As we focus on these evolving areas of our strategy, we will continue to aim to uphold the highest standards in compliance, governance, and ethics. 

The foundation that we have built on compliance, risk mitigation, and governance remains the bedrock of Nokia’s reputation and trustworthiness in the market. We’re building on top of it. 

Sharpening our focus 

Our technologies power more than 4.5 billion mobile subscriptions across 150+ countries and the networks of nine out of the top ten AI and cloud providers. Our sustainability strategy focuses on today’s need of connecting intelligence across the world while acting in a responsible manner towards tomorrow’s people and our planet. You can find out more information here. 

Sustainability is an engine for innovation and long-term impact. It’s about focus. It’s about value creation. It’s about collaboration. We look forward to building this future together with you.

Southwire reduces emissions through multipronged investments that support our sustainability goals and broader corporate strategy. These efforts reinforce our commitments to operational excellence, site efficiency, workplace safety and product quality, while reducing Southwire’s carbon footprint and minimizing our environmental impact. 

In 2025, we advanced key emissions reduction initiatives and reinforced our approach through strong sustainability oversight at our facilities. We conducted a series of energy assessments for each manufacturing site, using the results to develop site-specific energy roadmaps to guide sustainability efforts for the next two to five years. We also continue to deploy our Sustainability Playbook across all facilities, which guides our teams on sustainability fundamentals, including key culture, technology and programmatic initiatives. 

Embracing Renewable Energy 

As leaders in the re-electrification of America, we leverage alternative and renewable energy sources in our own operations. We continue to advance renewable energy initiatives across our facilities, from contracting renewable energy credits (RECs) to installing on-site solar. We continued construction on a new solar power installation at our North Campus in Carrollton, Georgia, which is expected to begin providing power to our facility in late 2026. 

We expect participation in Georgia Power’s CRSP program to offset more than 6% of our total footprint.

Through our partnership with the Carroll Electric Membership Cooperative, our Carrollton Southwire Continuous Rod (SCR®) plant is powered with 100% renewable electricity. Additionally, in 2025, we activated our contract with Georgia Power’s Customer Renewable Supply Procurement (CRSP) program, through which we subscribe to the utility’s renewable electricity allocation program. Leveraging utility green power programs is part of Southwire’s multi-tiered strategy to reduce emissions, and we expect participation in Georgia Power’s CRSP program to offset more than 6% of our total footprint. Over the course of 2025, CRSP credits helped reduce costs, support renewable initiatives and advance progress toward our emissions targets. 

Growing Green Through Facility Expansions & Improvements

Over the course of the year, we deployed a range of expansion projects and facility upgrades that increased our capacity to meet evolving customer needs while also supporting energy efficiency and emissions reduction. We design all new and expanded facilities to meet Leadership in Energy and Environmental Design (LEED) Silver certification in collaboration with third-party partners. In addition, all expansion projects include EV charging stations to support team members and visitors who drive EVs. 

At our plant in Heflin, Alabama, we began an expansion project to increase Southwire’s core wire and cable operations capacity. The facility, slated to open in 2027, will include comfort cooling and other modernizations that support team member safety and well-being, as well as a rainwater collection system to support designated facility operations. 

We also celebrated the opening of a new industrial plant at our campus in Bremen, Indiana, which includes four manufacturing facilities and serves some of the company’s largest customers. The facility became the first Southwire building expansion to achieve LEED Silver certification. 

Aligning Product Innovation with Sustainable Operations 

Southwire’s new W.M. Berry Innovation Center opened in 2025, significantly expanding our R&D footprint. The Center supports innovation across our product portfolio and helps power the grid of the future. It was built with sustainability front of mind, helping to reduce the environmental impacts of our operations. The Center earned LEED Silver certification and features geothermal heating and cooling, as well as daylight LED panels, to improve energy efficiency. In addition to the sustainable construction features in the new facility, our existing Cofer R&D Center was previously modernized with geothermal energy and an updated HVAC system. 

Facility Upgrades Focused on Energy Efficiency 

We continue to upgrade equipment and infrastructure at our existing facilities to increase energy efficiency, reinforce site safety and bolster productivity. These upgrades help to drive operational efficiencies that reduce costs to our business. 

Through this project to replace aging melters, we anticipate reducing the plant’s energy consumption by an estimated 205,000 dekatherms of natural gas.

In 2025, we introduced new equipment upgrade projects across our facilities, including a multi-year melting efficiency initiative at our aluminum rod plant in Hawesville, Kentucky. The project, currently in development, aims to replace aging melters — which heat raw materials in our manufacturing process — with equipment that uses regenerative burner technology to recover and reuse heat that would otherwise be wasted. Through this project, we anticipate reducing the plant’s energy consumption by an estimated 205,000 dekatherms of natural gas. This would reduce Southwire’s carbon footprint by an estimated 11,000 metric tons per year. 

We also made progress on ongoing equipment upgrade initiatives, including: 

• Implementing a green hydrogen ecosystem at our new distribution center in Dallas-Fort Worth, Texas, which is expected to displace about 500 metric tons of CO2 per year from our direct operations. 
• Conducting a pilot to convert shunt trucks, which we use to transport materials within and between our facilities, from diesel to electric power.

To learn more about Southwire’s emissions reduction initiatives and to view the full 2025 Sustainability Report, visit https://southwire.com/sustainability.

Southwire reduces emissions through multipronged investments that support our sustainability goals and broader corporate strategy. These efforts reinforce our commitments to operational excellence, site efficiency, workplace safety and product quality, while reducing Southwire’s carbon footprint and minimizing our environmental impact. 

In 2025, we advanced key emissions reduction initiatives and reinforced our approach through strong sustainability oversight at our facilities. We conducted a series of energy assessments for each manufacturing site, using the results to develop site-specific energy roadmaps to guide sustainability efforts for the next two to five years. We also continue to deploy our Sustainability Playbook across all facilities, which guides our teams on sustainability fundamentals, including key culture, technology and programmatic initiatives. 

Embracing Renewable Energy 

As leaders in the re-electrification of America, we leverage alternative and renewable energy sources in our own operations. We continue to advance renewable energy initiatives across our facilities, from contracting renewable energy credits (RECs) to installing on-site solar. We continued construction on a new solar power installation at our North Campus in Carrollton, Georgia, which is expected to begin providing power to our facility in late 2026. 

We expect participation in Georgia Power’s CRSP program to offset more than 6% of our total footprint.

Through our partnership with the Carroll Electric Membership Cooperative, our Carrollton Southwire Continuous Rod (SCR®) plant is powered with 100% renewable electricity. Additionally, in 2025, we activated our contract with Georgia Power’s Customer Renewable Supply Procurement (CRSP) program, through which we subscribe to the utility’s renewable electricity allocation program. Leveraging utility green power programs is part of Southwire’s multi-tiered strategy to reduce emissions, and we expect participation in Georgia Power’s CRSP program to offset more than 6% of our total footprint. Over the course of 2025, CRSP credits helped reduce costs, support renewable initiatives and advance progress toward our emissions targets. 

Growing Green Through Facility Expansions & Improvements

Over the course of the year, we deployed a range of expansion projects and facility upgrades that increased our capacity to meet evolving customer needs while also supporting energy efficiency and emissions reduction. We design all new and expanded facilities to meet Leadership in Energy and Environmental Design (LEED) Silver certification in collaboration with third-party partners. In addition, all expansion projects include EV charging stations to support team members and visitors who drive EVs. 

At our plant in Heflin, Alabama, we began an expansion project to increase Southwire’s core wire and cable operations capacity. The facility, slated to open in 2027, will include comfort cooling and other modernizations that support team member safety and well-being, as well as a rainwater collection system to support designated facility operations. 

We also celebrated the opening of a new industrial plant at our campus in Bremen, Indiana, which includes four manufacturing facilities and serves some of the company’s largest customers. The facility became the first Southwire building expansion to achieve LEED Silver certification. 

Aligning Product Innovation with Sustainable Operations 

Southwire’s new W.M. Berry Innovation Center opened in 2025, significantly expanding our R&D footprint. The Center supports innovation across our product portfolio and helps power the grid of the future. It was built with sustainability front of mind, helping to reduce the environmental impacts of our operations. The Center earned LEED Silver certification and features geothermal heating and cooling, as well as daylight LED panels, to improve energy efficiency. In addition to the sustainable construction features in the new facility, our existing Cofer R&D Center was previously modernized with geothermal energy and an updated HVAC system. 

Facility Upgrades Focused on Energy Efficiency 

We continue to upgrade equipment and infrastructure at our existing facilities to increase energy efficiency, reinforce site safety and bolster productivity. These upgrades help to drive operational efficiencies that reduce costs to our business. 

Through this project to replace aging melters, we anticipate reducing the plant’s energy consumption by an estimated 205,000 dekatherms of natural gas.

In 2025, we introduced new equipment upgrade projects across our facilities, including a multi-year melting efficiency initiative at our aluminum rod plant in Hawesville, Kentucky. The project, currently in development, aims to replace aging melters — which heat raw materials in our manufacturing process — with equipment that uses regenerative burner technology to recover and reuse heat that would otherwise be wasted. Through this project, we anticipate reducing the plant’s energy consumption by an estimated 205,000 dekatherms of natural gas. This would reduce Southwire’s carbon footprint by an estimated 11,000 metric tons per year. 

We also made progress on ongoing equipment upgrade initiatives, including: 

• Implementing a green hydrogen ecosystem at our new distribution center in Dallas-Fort Worth, Texas, which is expected to displace about 500 metric tons of CO2 per year from our direct operations. 
• Conducting a pilot to convert shunt trucks, which we use to transport materials within and between our facilities, from diesel to electric power.

To learn more about Southwire’s emissions reduction initiatives and to view the full 2025 Sustainability Report, visit https://southwire.com/sustainability.

ST PAUL, Minn., September 3, 2026 /3BL/ – Antea Group USA is proud to announce that it has been named an Accredited EcoVadis Consulting Partner by EcoVadis, the global standard for resilient, sustainable supply chains. Accredited EcoVadis Consulting Partners are formally equipped to help businesses complete sustainability assessments, review performance results, and strengthen programs across Environment, Labor & Human Rights, Ethics, and Sustainable Procurement practices.

Accredited EcoVadis Consulting Partners are selected based on their experience and expertise and complete rigorous training on the EcoVadis methodology and assessment process through the EcoVadis Academy. To qualify, partners must demonstrate a strong understanding of environmental, ethical, and human rights issues and regulations, and complete an EcoVadis assessment for their own business.

As an environmental, health, safety, and sustainability (EHS&S) firm, Antea Group USA has helped organizations navigate complex environmental, social, and governance (ESG) challenges for the past 40 years. As regulatory expectations and stakeholder scrutiny continue to grow, organizations are seeking trusted advisors to help them strengthen sustainability and health and safety programs, improve transparency, and effectively communicate ESG performance.

“Our EcoVadis capabilities, combined with our EHS&S services, enable us to help clients strengthen both their overall ESG performance and the credibility of the information they share with stakeholders,” said Sarah King, Consultant, Corporate Reporting and Disclosure Services Lead at Antea Group USA. “We help our clients not only complete a questionnaire, but we help them understand and interpret the scorecard results to take meaningful action within their own operations as well as within their value chain.”

As an Accredited EcoVadis Consulting Partner, Antea Group USA can support organizations through:

• Assessment Completion, Awareness, and Compliance
• Post-Assessment Review, Strategic Integration, and Efficiency
• Enabling Buyers with Program Launch, Setup, and Network Engagement
• Supporting Buyers with Advanced Value Chain Performance, and Driving Impact

The accreditation complements Antea Group USA’s growing portfolio of sustainability services, including sustainability reporting, greenhouse gas inventories, climate strategy, supply chain engagement, corporate reporting and disclosure, and its recently launched limited assurance support service.

To learn more about Antea Group USA’s Sustainability services, visit: https://us.anteagroup.com/practices/sustainability-consulting

About Antea Group USA

Antea®Group is an environment, health, safety, and sustainability consulting firm. By combining strategic thinking with technical expertise, we do more than effectively solve client challenges; we deliver sustainable results for a better future. We work in partnership with and advise many of the world’s most sustainable companies to address ESG-business challenges in a way that fits their pace and unique objectives. Our consultants equip organizations to better understand threats, capture opportunities and find their position of strength. Lastly, we maintain a global perspective on ESG issues through not only our work with multinational clients, but also through our sister organizations in Europe, Asia, and Latin America and as a founding member of the Inogen Alliance. Learn more at us.anteagroup.com.

ST PAUL, Minn., September 3, 2026 /3BL/ – Antea Group USA is proud to announce that it has been named an Accredited EcoVadis Consulting Partner by EcoVadis, the global standard for resilient, sustainable supply chains. Accredited EcoVadis Consulting Partners are formally equipped to help businesses complete sustainability assessments, review performance results, and strengthen programs across Environment, Labor & Human Rights, Ethics, and Sustainable Procurement practices.

Accredited EcoVadis Consulting Partners are selected based on their experience and expertise and complete rigorous training on the EcoVadis methodology and assessment process through the EcoVadis Academy. To qualify, partners must demonstrate a strong understanding of environmental, ethical, and human rights issues and regulations, and complete an EcoVadis assessment for their own business.

As an environmental, health, safety, and sustainability (EHS&S) firm, Antea Group USA has helped organizations navigate complex environmental, social, and governance (ESG) challenges for the past 40 years. As regulatory expectations and stakeholder scrutiny continue to grow, organizations are seeking trusted advisors to help them strengthen sustainability and health and safety programs, improve transparency, and effectively communicate ESG performance.

“Our EcoVadis capabilities, combined with our EHS&S services, enable us to help clients strengthen both their overall ESG performance and the credibility of the information they share with stakeholders,” said Sarah King, Consultant, Corporate Reporting and Disclosure Services Lead at Antea Group USA. “We help our clients not only complete a questionnaire, but we help them understand and interpret the scorecard results to take meaningful action within their own operations as well as within their value chain.”

As an Accredited EcoVadis Consulting Partner, Antea Group USA can support organizations through:

• Assessment Completion, Awareness, and Compliance
• Post-Assessment Review, Strategic Integration, and Efficiency
• Enabling Buyers with Program Launch, Setup, and Network Engagement
• Supporting Buyers with Advanced Value Chain Performance, and Driving Impact

The accreditation complements Antea Group USA’s growing portfolio of sustainability services, including sustainability reporting, greenhouse gas inventories, climate strategy, supply chain engagement, corporate reporting and disclosure, and its recently launched limited assurance support service.

To learn more about Antea Group USA’s Sustainability services, visit: https://us.anteagroup.com/practices/sustainability-consulting

About Antea Group USA

Antea®Group is an environment, health, safety, and sustainability consulting firm. By combining strategic thinking with technical expertise, we do more than effectively solve client challenges; we deliver sustainable results for a better future. We work in partnership with and advise many of the world’s most sustainable companies to address ESG-business challenges in a way that fits their pace and unique objectives. Our consultants equip organizations to better understand threats, capture opportunities and find their position of strength. Lastly, we maintain a global perspective on ESG issues through not only our work with multinational clients, but also through our sister organizations in Europe, Asia, and Latin America and as a founding member of the Inogen Alliance. Learn more at us.anteagroup.com.

Originally published on CVS Health Company Newsroom

As summer winds down, many families are preparing for a new school year filled with new teachers, new routines and new opportunities. But before students head back to the classroom, it is important to make sure their health needs are covered.

From school physicals and vaccinations to managing chronic conditions and preventing common illnesses, MinuteClinic providers say early planning can make a big difference.

“Back-to-school season can feel overwhelming for families, especially when health requirements and school deadlines start piling up,” said David Fairchild, MD, Chief Medical Officer, Retail Health, CVS Health. “Getting a head start on physicals, immunizations and medication needs can help reduce stress and ensure students are healthy, confident and ready to learn on day one.”

Schedule physicals and vaccinations early

Two of the most common back-to-school health needs are school and sports physicals and required vaccinations.

Physicals are often required for students participating in school or recreational sports, while vaccine requirements vary by state, school district and grade level. Reviewing requirements early can help families avoid scrambling for appointments as the start of school approaches.

MinuteClinic offers school, camp and sports physicals, as well as routine childhood immunizations for children 18-months and older. Parents should remember to bring any required school forms, health assessments, and immunization records to their appointment.

“One of the simplest ways to save time is to bring all of your child’s paperwork with you,” said Liz Morgan, FNP-C, Regional Quality Lead, MinuteClinic. “Having the right forms on hand can often prevent the need for a second visit.”

Be prepared for common back-to-school illnesses

As students return to classrooms and other crowded settings, MinuteClinic providers typically see an increase in certain illnesses.

Early in the school year, common concerns include:

• Strep throat
• Pink eye (conjunctivitis)
• Common colds

As the school year progresses, flu and COVID-19 also become more common. Providers encourage families to stay current on recommended vaccinations and pay attention to symptoms that may require medical evaluation.

Parents should also be aware of ongoing measles activity in some parts of the country and ensure children are up to date on recommended immunizations.

Reinforce healthy habits at home

Many illnesses spread quickly in schools, but healthy habits can help reduce risk.

Providers recommend reinforcing:

• Frequent handwashing with soap and water for at least 20 seconds
• Covering coughs and sneezes with a tissue
• Throwing used tissues away immediately
• Avoiding sharing water bottles, utensils and personal items
• Cleaning reusable items such as water bottles and lunchboxes regularly

Sleep is another important piece of the back-to-school routine.

Experts recommend gradually shifting bedtime schedules one to two weeks before school starts to help students adjust to the school-day routine. Adequate sleep supports learning, emotional well-being, and overall health.

Convenient care for busy families

MinuteClinic offers a range of services designed to help families prepare for the school year, including physicals, vaccinations, illness evaluation and treatment, and chronic condition support.

Appointments can be scheduled in advance, although walk-ins are also accepted at many locations. MinuteClinic providers accept most insurance plans and offer same-day availability at many locations.

For families on the go, MinuteClinic also offers 24/7 virtual care. Virtual visits, which can be paid through eligible insurance, are also available through a cash-pay option for $89, making it easier for parents to access care when and where they need it.

To learn more or schedule an appointment, visit MinuteClinic.com or use the CVS Health app.