Author: sHq_LoGiNz

This blog is part of our focus on Cisco employees who are “Striving for Sustainability” by finding opportunities to integrate sustainability in their day-to-day work.

At Cisco, packaging sustainability is a key aspect of our strategy to transition to a circular business model. We do this by designing packaging that protects our products while also minimizing environmental impact. This means using less materials when possible and choosing more sustainable materials — such as materials that contain recycled content and are recyclable or reusable.

I recently sat down with Nicole Kenney, Program Manager on the Packaging Engineering team, who focuses her work on packaging and material circularity. Nicole has been able to research and manage projects to support a range of sustainability issues related to packaging.

What inspired you to pursue a career in packaging sustainability, and how did you end up at Cisco?

Nicole: Growing up, I was always in nature and constantly juggling multiple art projects. I knew I wanted to do something creative — that led me to the textile and apparel industry. After earning my degree in materials and polymer science, I developed fabrics and packaging for outdoor performance apparel and gear. The outdoor industry was one of the first to participate in the sustainability movement, and through my work on sustainability initiatives, I realized preserving nature was my purpose.

You might wonder about the transition from apparel products to technology hardware, but regardless of the industry, packaging challenges are universal: the main priority is to protect the product. In a circular economy, the next priority is to consider the packaging’s end-of-life. These are the challenges I’ve enjoyed tackling with our packaging engineering team at Cisco.

The thing I really love about packaging is that everyone can relate to it. Whether we’re making a purchase at a store or receiving a shipment at home, packaging is a part of our everyday lives. It serves as an important handshake between our brand and our customers, but to me, it also embodies the intersection of science, design, and psychology. When I came across the open Program Manager role and saw Cisco’s environmental strategy, I was drawn to the challenge.

How is Cisco integrating sustainability in its packaging?

Nicole: For our Packaging Engineering team, sustainability has evolved from a nice-to-have to an essential requirement for every new product introduction. This shift in our process is largely due to Cisco’s implementation of its Circular Design Principles, which guide us in integrating sustainability into all our outputs.

When it comes to material choices, our packaging engineers are focused on reducing foam use and finding alternatives to plastic (or eliminating plastic altogether). Packaging optimization is another area of focus; for instance, multi-packing can help save materials, which reduces cost and environmental impact.

However, packaging sustainability varies greatly from one product to the next. Our packaging engineers face a challenging task: there is no set recipe for a more circular pack; rather, it is a balancing of multiple unique factors. They must prioritize product protection, because reshipping to replace a damaged product undermines sustainability. They also consider product volume; if a product is high-volume, optimizing cube size for palletization efficiency is crucial. The more units that fit on a pallet, the fewer pallets needed for shipping, which streamlines logistics and supports our corporate net zero strategy.

Overall, we strive to integrate recycled content, reduce plastic usage, and enable packaging to participate in a circular system.

What role does technology play in advancing Cisco’s packaging sustainability efforts?

Nicole: When it comes to technology and packaging, materials innovation is essential to advancing packaging sustainability. Our Packaging Engineering team collaborates closely with our suppliers to rethink materials from beginning to end, with a particular focus on fiber-based solutions.

Two examples of materials innovation include fiber flute and paper modular cushions. These are both fiber-based cushioning systems that we use instead of conventional foam. They are made from post-consumer recycled content and, like corrugated cushions, are widely accepted in current recycling infrastructure at the end of their life cycle.

These new materials help contribute to our foam reduction efforts. However, we’re not merely swapping them out; extensive collaboration occurs during the design and validation process. Prototypes are created, fit checks are conducted, and packaging tests are performed to ensure the new materials added to our packaging toolkit meet both production and sustainability requirements.

What are some challenges you might encounter and how do you overcome them?

Nicole: One challenge of reducing packaging impacts is understanding how best to measure them. When it comes to sustainability, greenhouse gas emissions (GHG) tend to be the primary measure of environmental impact. However, analyzing the carbon footprint of Cisco’s products, packaging accounts for 3% or less of the manufacturing carbon footprint on average. Given this, Cisco’s Packaging Engineers keep the carbon footprint in mind, but design for recyclability to divert waste from landfill and support the circular economy.

Another challenge is finding protective materials that can meet our global supply chain demands and are regionally available. Exciting material innovations such as mushroom foam or bio-based plastics often spark interest, but continuity in sourcing and supply can be difficult. It’s also challenging to ensure that proper recovery infrastructure for those new materials is available in the markets where we sell our products. Those kinds of material innovations are often better suited for other product types, such as food or consumer packaged goods.

At Cisco, we design our packaging to be separable and recyclable. Most of our packaging is fiber-based corrugated board which meets those requirements. However, we cannot control which bin our customers will use for packaging waste disposal. Recycling infrastructure varies greatly from town to town, both in the US and globally. This fragmentation poses the next challenge: how to educate our customers on the best way to manage packaging waste. We want customers to make informed decisions about disposal after receiving our products. To address this, we have begun to release products with simple but informative messaging to help them understand what to do with their packaging waste.

What future trends do you see in packaging sustainability?

Nicole: A successfully scaled circular economy requires collaboration between the business sector, consumers, and government. Among them, each entity has a vital role to play in driving sustainability. We’ve observed companies striving to offer more sustainable solutions. Consumers are increasingly seeking more sustainable options, evidenced by their purchasing choices. Now, we are seeing a surge of collaboration among the three entities.

As a corporation, we are aware that governments and the private sector are prioritizing circularity, and we recognize that this has an impact on our customers. This is an exciting time because we are engaging with our customers on packaging sustainability more than ever before. They are eager to understand our packaging roadmap, and we are equally interested in theirs. There’s a strong willingness to share, understand, and collaborate, making it an exhilarating time.

This trend gives me hope that as we work together, the circular economy is achievable across our business ecosystem.

You can learn more about our packaging goals in Cisco’s Purpose Reporting Hub.

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• Growing menu of options offers customers more savings and better control over how they use their energy
• Some incentives have doubled or even tripled

GREENVILLE, S.C., August 19, 2025 /3BL/ – Duke Energy has increased incentives and eligibility for many of its residential and business energy efficiency and demand response programs in South Carolina, expanding ways customers can save energy and money. The updates were approved by the Public Service Commission of South Carolina (PSCSC) and launched on Aug. 1, 2025.

“Some of our program incentives have doubled – or even tripled – making now an even more rewarding time to make energy efficiency improvements or enroll in programs at your home or business to help save,” said Tim Pearson, Duke Energy’s South Carolina president. “With the recent enactment of the S.C. Energy Security act, our state’s leaders have also signaled the importance of these types of programs and offered a roadmap for us to potentially expand similar offerings in the future.”

Enhancements for residential customers

Why it matters: Customers can better manage their energy use and save energy and money with energy efficiency programs. Through demand response programs, customers can receive bill credits when they choose to shift their use to lower energy demand periods.

• Free home energy assessment: Now includes customized free energy efficiency products like smart power strips, efficient showerheads and caulking, installed during the Home Energy House Call.
   
• Home improvement rebates: Expanded rebates for various energy-efficient upgrades, including insulation, water heaters and smart thermostats through Smart $aver®.
   
• Earn bill credits: Increased bill credits for shifting energy use, with new incentives for electric water heater owners through Power Manager® and EnergyWise Home®.

For more information on all residential programs, visit the Duke Energy website.

Business customer benefits

Increased incentives: Duke Energy has also increased energy efficiency and demand response incentives for business customers.

• PowerShare®, a voluntary large customer load curtailment program, has increased capacity credits from $3.50 to $5 per kW for decreasing energy use in certain program options.
   
• EnergyWise Business, a program similar to PowerShare and EnergyWise Home but for business customers, has increased customer incentives.

Additionally, many of the company’s energy efficiency business program incentive amounts have increased on average 20%-25%. For more information on business programs and increased incentives, visit duke-energy.com/GetSavings.

Assistance programs

Expanded offerings: Programs and services for Duke Energy qualifying customers have also been updated for 2025 to offer more options for energy savings for those who need it most.

• Customers struggling to pay their energy bills might qualify for assistance from various government and nonprofit programs for utility bills and other household expenses.
   
• Duke Energy offers programs and resources to help customers manage their usage as well as flexible payment arrangements to help customers experiencing uncertainty, to include flexible payment options including the Share the Light Fund^®, a Duke Energy program that provides energy assistance.

To learn more about these programs, visit duke-energy.com/SummerSavings.

Duke Energy

Duke Energy (NYSE: DUK), a Fortune 150 company headquartered in Charlotte, N.C., is one of America’s largest energy holding companies. The company’s electric utilities serve 8.4 million customers in North Carolina, South Carolina, Florida, Indiana, Ohio and Kentucky, and collectively own 54,800 megawatts of energy capacity. Its natural gas utilities serve 1.7 million customers in North Carolina, South Carolina, Tennessee, Ohio and Kentucky.

Duke Energy is executing an ambitious clean energy transition, keeping reliability, affordability and accessibility at the forefront as the company works toward net-zero methane emissions from its natural gas business by 2030 and net-zero carbon emissions from electricity generation by 2050. The company is investing in major electric grid upgrades and cleaner generation, including expanded energy storage, renewables, natural gas and nuclear.

More information is available at duke-energy.com and the Duke Energy News Center. Follow Duke Energy on X, LinkedIn, Instagram and Facebook, and visit illumination for stories about the people and innovations powering our energy transition.

24-Hour: 800.559.3853

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YWCA Yorkshire is pleased to announce a new partnership with Wesco Anixter, which contributes both financial support and volunteer engagement to Peile House, the charity’s dedicated hostel for homeless young women in Sheffield.

Wesco Anixter’s Chesterfield site hosted their annual Day of Caring in June to give team members the opportunity to give back to the community and learn about ways to do so. With 120 employees in attendance, the team raised £1200 with Wesco Cares matching, resulting in a total of £3400 gifted to YWCA Yorkshire’s Peile House.

The contributions will be used to directly support 14 young women aged 16 to 25 over the next 12 months, funding the Peile House Incentive Scheme and Events Programme. The ongoing partnership will also deliver a range of volunteering opportunities across Rotherham, Doncaster and Sheffield. All Wesco Anixter employees receive 8 volunteering hours and can use this time to support young women, children and families to create better futures.

Sophie Whitfield, Wesco Anixter Sustainability Leader EES EMEA, said: “Supporting the local community is important to Wesco Anixter as part of our strategy to deliver impact in the communities where we live, work and deliver. Our employees have been blown away by the work at YWCA Yorkshire and how they tackle the challenges facing young homeless women and their children with a real focus on rehabilitation. Our donation and the opportunity to volunteer directly with the charity provides a fantastic opportunity for our people to experience the daily impact they make whilst enjoying a hands-on experience.”

The Peile House Incentive Scheme is designed to empower residents by rewarding positive behaviour and active participation in their recovery journey. Young women living at Peile House can earn points for positive actions, engaging in therapy sessions, or personal achievements. The reward system has proven popular amongst residents who, because of their trauma, can find it difficult to manage behaviour and engage in support systems.

As well as ensuring that the incentive shop is well stocked with desirable items, the Wesco Anixter funds will pay for essential move-on items for when women move into their new homes after staying at Peile House, and at least two enrichment activities. These activities offer a welcome break from the daily routines of women who have experienced extreme poverty, homelessness and sexual abuse.

YWCA Yorkshire Project Manager at Peile House, Claire Harding, explains: “A day out together or a fun activity put on here at Peile House, gives our women and girls the opportunity to enjoy a shared experience, bond in a safe space and build community. Without Wesco Anixter supporting the Incentive Scheme, this isn’t something we could offer our residents, and yet it is such a simple way to break down barriers, improve mental well-being and create positive memories together. It’s a re-set for people. A chance to do something normal. An escape from the everyday trauma they are trying to heal from. Days like our summer BBQ and sports day will stay with the women we support forever. We can’t thank Wesco Anixter enough for championing our young women in this way.”

Wesco Anixter and YWCA Yorkshire first connected in 2024 when members from the Wesco Anixter EMEA’s Women’s Impact Network (WIN) sponsored a book of poems published for International Women’s Day. Over the last 12 months the relationship has strengthened with team members from the Chesterfield office volunteering to wrap presents at Christmas and most recently to support a spring clean at the homeless women’s hostel. This most recent funding boost for the Peile House Incentive Scheme will be used to improve experiences for women residing at the homeless hostel over the next 12 months.

Notes to the editor 

About YWCA Yorkshire

• YWCA Yorkshire believes young women, children and families deserve the best opportunity to thrive. Through a range of housing and trauma-informed services in Doncaster, Rotherham and Sheffield, the charity empowers young women to live independent, happy and fulfilled lives. The people supported may have experienced homelessness, domestic abuse and financial hardship. YWCA Yorkshire’s expert team help them to find safe spaces, grow in confidence and skills, and to build trusted relationships – so that families can go on to create a better future for themselves and their children. 
   
• YWCA Yorkshire is an independent member of YWCA Great Britain, one of the oldest women’s organisations in the world, proudly supporting women in the UK since 1855. In South Yorkshire the charity is dedicated to transforming the lives of women and families who have endured profound trauma. The most recent impact report (2024-2025) tells us that among those supported by YWCA Yorkshire, 58% have faced domestic abuse by a partner, 42% are in debt, and at our homeless women’s hostel – 100 percent of women and girls residing there have experienced sexual assault. Unsurprisingly, these experiences have left deep scars, with 82% of the women grappling with poor mental health including conditions such as Post Traumatic Stress Disorder, Obsessive Compulsive Disorder, eating disorders, anxiety and depression. Learn more: ywcayorkshire.org.uk

About Wesco Anixter

• Wesco International (NYSE: WCC) builds, connects, powers and protects the world. Headquartered in Pittsburgh, Pennsylvania, Wesco is a FORTUNE 500® company with more than $22 billion in annual sales and a leading provider of business-to-business distribution, logistics services and supply chain solutions. Wesco offers a best-in-class product and services portfolio of Electrical and Electronic Solutions, Communications and Security Solutions, and Utility and Broadband Solutions. The Company employs approximately 20,000 people, partners with the industry’s premier suppliers, and serves thousands of customers around the world. With millions of products, end-to-end supply chain services, and leading digital capabilities, Wesco provides innovative solutions to meet customer needs across commercial and industrial businesses, contractors, government agencies, educational institutions, telecommunications providers, and utilities. Wesco operates nearly 800 branches, warehouses and sales offices in more than 50 countries, providing a local presence for customers and a global network to serve multi-location businesses and global corporations.

Originally published on Recycling Product News

“There’s a shift where the next generation is taking over some of these operations,” says Blake Gordon, general manager of digital trading at Georgia-Pacific Recycling. “They grew up with technology, and they don’t like to spend time talking on the phone. That’s where we’re building [digital tools] so that we can serve people how they want to be served.”

That thinking has shaped two digital tools that the company recently rolled out: hubbIT, its online buying platform, and GPR 365 Connect, a portal for users to schedule pickups, manage paperwork, and find freight options.

Continue reading here on Recycling Product News.

Originally published by Mastercard

By Shamina Singh
Founder and President, Mastercard Center for Inclusive Growth

When the World Bank released the first Global Findex report in 2011, it revealed a stark reality: Only 51% of adults worldwide had access to formal financial services. Fast-forward to today and that number has surged to 79%. This represents billions of people who now have the tools to save, spend and build financial security for themselves and their families.

This remarkable progress, documented in the World Bank’s latest Findex report, isn’t just a statistic. It represents real people with real opportunities that simply didn’t exist a decade ago. Our company has helped usher in this transformation, and these figures are a validation of our strategy — that creating a world where everyone can thrive is simply good business. When purpose and profit align, transformative change is possible.

We formalized our focus on financial inclusion in 2013 with a bold vision for the Mastercard Center for Inclusive Growth: that bringing people into the then-nascent digital economy was more than a philanthropic goal. It could transform individual lives and build more resilient communities — which in turn could create new markets and opportunities for sustainable business growth. This led to Mastercard’s first major commitment on the global stage, to bring 500 million previously excluded people into the digital financial system. When we achieved the goal in 2020, we doubled it — and this year we are on the cusp of reaching 1 billion people.

While many say that AI is today’s big disruptor, I believe financial inclusion has been quietly revolutionizing economies for years. 

Shamina Singh

The latest Findex findings illustrate how far we’ve come.

While many say that AI is today’s big disruptor, I believe financial inclusion has been quietly revolutionizing economies for years. Particularly noteworthy is the achievement of gender parity in account ownership between regions that were once vastly unequal, largely a result of the mobile money revolution, which Mastercard anticipated and embraced early.

The report highlights the remarkable statistic that 86% of adults globally now own mobile phones — creating unprecedented opportunities for digital financial inclusion, especially in Africa, where mobile-first financial services have allowed millions to bypass traditional banking infrastructure.

This leapfrog has been a great equalizer, demonstrating how technology, when deployed with the right governance and partnerships, can bridge gaps that once seemed insurmountable.

Beyond access: Security, usage and financial health

As the financial inclusion movement has matured, our focus has evolved. The first decade was largely about access — getting people their first accounts. Now we’re concentrating on usage, security and financial health. Having an account is just the beginning. Are people using these accounts regularly? Are their transactions secure? Are they building financial resilience? A billion people joined the middle class in the past 10 years, and a billion more will join in the next decade. What do they need to thrive? These are the questions that drive our work and partnerships today.

The Findex findings show that, while account ownership has increased dramatically, there’s still work to be done in areas like savings, particularly for women and lower-income populations. This is why Mastercard has been developing solutions that not only provide access but encourage responsible usage and build financial capability. For example, we’ve learned that keeping money digital is crucial for better financial management. When funds are immediately converted to cash, the benefits of digital financial services — including security, convenience and the ability to save — are diminished, as are the opportunities they enable, such as establishing creditworthiness via a digital payment history.

That’s why we’ve invested heavily in expanding digital acceptance, ensuring that newly included individuals have places to use their digital money.

None of this progress would have been possible without collaboration. Mastercard has been a driving force behind multi-stakeholder partnerships such as the CEO Partnership for Financial Inclusion, bringing together private-sector leaders to accelerate progress. Mastercard’s partnership with the World Bank on the Findex itself exemplifies this approach. When the World Bank was looking to diversify funding for the Findex beyond a single donor, the Mastercard Foundation (a separate entity from Mastercard and the Mastercard Center for Inclusive Growth) stepped in as a technical funder, ensuring that this critical measurement tool would continue to guide global financial inclusion efforts.

As we celebrate our progress, we’re already looking ahead to the next phase of our journey. The path to universal financial inclusion requires continued innovation, partnership and a relentless focus on the needs of underserved communities. It demands solutions that are not just accessible but responsible and safe.

The latest Findex findings are a testament to what’s possible when private-sector innovation meets social impact. Every account opened, every paycheck deposited, every bill paid, every transaction tapped is another step toward resilience, another opportunity unlocked — for people, for their communities, and for us all.

Trust, tech and transformation

At the 2025 Global Inclusive Growth summit, leaders explored how to build financial health, boost small business cybersecurity and close the digital divide.

Learn More

Originally published by Mastercard

Follow along Mastercard’s journey to connect and power an inclusive, digital economy that benefits everyone, everywhere.

The effects of global uncertainty around trade are felt across all sectors, particularly the automotive industry. Global logistics leader DP World is ensuring a stable automotive supply chain through its innovative intermodal service: “Cars in Containers.” This service transports finished vehicles efficiently and sustainably from Mexico to the United States and Canada. 

Using specially outfitted 53-foot containers equipped with secure, durable racking systems, this solution streamlines vehicle loading directly at manufacturing plants or nearby yards, enabling seamless rail transport to major automotive hubs such as Los Angeles, Detroit, Chicago, and Toronto.

Operational Efficiency Meets Environmental Sustainability

Launched in June 2024, “Cars in Containers” addresses growing capacity constraints within traditional roll-on/roll-off and multilevel railcar services across North America. By carrying up to six vehicles per 53-foot container – compared to four vehicles in standard 40-foot containers – DP World significantly boosts transport efficiency for automotive manufacturers facing regional logistics bottlenecks.

DP World remains the sole logistics provider offering this innovative solution for finished vehicle transport, having already facilitated the movement of over 5,000 cars across the Mexico-U.S. border since early 2024. Beyond efficiency gains, this operational innovation aligns with DP World’s broader commitment to sustainability.

A Circular Economy Approach

The use of durable, reusable racking systems significantly reduces waste associated with disposable packaging materials, embodying circular-economy principles. This method minimizes logistical handling and optimizes space utilization, contributing to lower carbon emissions per vehicle when compared with less consolidated transport methods.

Further reinforcing sustainability, DP World’s port-centric logistics model integrates value-added services such as pre-delivery inspections and compound management, thereby streamlining processes, reducing handling, dwell time, and resource usage. This holistic approach supports corporate sustainability goals by lowering delivered-mile carbon emissions without compromising service quality.

Strategic Response to Nearshoring Trends

“Cars in Containers” is strategically aligned with current nearshoring trends. As Mexico recently surpassed China as the U.S.’s leading trading partner for finished vehicles – driven by the USMCA trade framework and increased regional manufacturing activity – this solution provides automotive manufacturers a resilient and adaptable transportation alternative, mitigating risks associated with capacity crunches and supply chain volatility.

Future-Proofing Automotive Logistics

Looking forward, DP World plans to expand its “Cars in Containers” service beyond North America. By scaling its rack fleet, refining multimodal cross-border logistics, and leveraging advanced technologies, DP World is positioning itself as a critical player in sustainable automotive logistics, prepared to meet evolving manufacturer needs, particularly as electric vehicles and complex global production networks continue to rise.

DP World’s innovative intermodal rail solution, combining operational resilience with sustainability, reaffirms its role in shaping the future of global automotive trade – one container, one vehicle, and one sustainable trade route at a time.

• Recognized as Materials Sector leader for the fifth year
• Honored for sustained commitment to volunteerism and social impact

MIDLAND, Mich., Aug. 19, 2025 /3BL/ – Dow (NYSE: DOW) has been named one of the 50 most community-minded companies in America and the Materials Sector leader on The Civic 50 survey conducted by Points of Light, the world’s largest organization dedicated to increasing volunteering.

“At Dow, we believe that volunteerism is a powerful force – not only enriching the employee experience through purpose and connection, but also strengthening the bonds we share with our communities and customers,” said Rebecca Bentley, Dow’s global vice president of Public Affairs and Dow Company Foundation director. “Being recognized for the fifth consecutive year is a testament to our people’s passion and our company’s commitment to creating a better future for our communities and strengthening connections with all our stakeholders.”

The Civic 50 aligns with Dow’s focus on sustainability and social impact, recognizing the value community investments and engagement create for employees, customers and communities. Dow’s Global Citizenship strategy is rooted in three strategic priorities: Thriving Communities, STEM & Skilled Trades and Sustainability. These priorities are enabled through powerful collaborations with community organizations and purpose-driven volunteer programming, which helps the Company create an intentional and measurable impact.

Enabling Dow’s culture of community-mindedness, Dow employees around the world receive up to 12 hours of paid time off annually to volunteer and participate in employee resource group activities. Through Dow’s annual global employee survey, 77% of Team Dow reported volunteering at least once in the past year to support programs such as Martin Luther King Jr. Day of Service, #PullingOurWeight campaign and the Business Impact Fund.

For more than a decade, The Civic 50 has served as the national standard for corporate citizenship and showcases how leading companies prioritize social impact and community at the core of their business. This comprehensive survey is administered by True Impact for companies with annual U.S. revenues of at least $1 billion. Honorees are evaluated on the scale, sophistication and impact of their employee volunteering, community engagement and corporate philanthropy efforts.

“In an ever-evolving landscape, companies are looking to ensure that they can meet the needs of their communities, customers, and stakeholders,” said Jennifer Sirangelo, president and CEO, Points of Light. “Companies like Dow are leading the way in showing how social impact benefits their employee’s well-being, strengthens the communities where they do business, and brings value and meaning to their work. Their efforts provide a model for others looking to bring the benefits of volunteering and social impact to their workforce and they’re extremely deserving of this recognition.”

About Dow
Dow (NYSE: DOW) is one of the world’s leading materials science companies, serving customers in high-growth markets such as packaging, infrastructure, mobility and consumer applications. Our global breadth, asset integration and scale, focused innovation, leading business positions and commitment to sustainability enable us to achieve profitable growth and help deliver a sustainable future. We operate manufacturing sites in 30 countries and employ approximately 36,000 people. Dow delivered sales of approximately $43 billion in 2024. References to Dow or the Company mean Dow Inc. and its subsidiaries. Learn more about us and our ambition to be the most innovative, customer-centric, inclusive and sustainable materials science company in the world by visiting www.dow.com.

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For further information, please contact:

Melissa Whitford
mwhitford@dow.com

Sarah Young
syoung3@dow.com

Originally published by Women Leading Rum & Spirits

Women Leading Rum & Spirits is a community committed to fostering inclusion, education, and the advancement of women within the spirits industry. Its mission is to promote women’s inclusion, leadership, and professional growth in the spirits industry through education, networking, and the exchange of ideas. 

The appointment of Natally Andersson to head the Caribbean region symbolizes the growth of a network of women who lead with purpose, opening new avenues for female talent in the spirits world.

As Director of Human Resources for Bacardi in Puerto Rico, Natally leads from the heart of the world’s largest premium rum distillery. During her international career spanning more than 15 years, she has demonstrated her commitment to inclusion, well-being, and helping to build stronger organizational cultures.

“I am deeply honored to take on this role. I believe in the transformative power of a community of women who lead with purpose, who open doors and guide others through them. The Caribbean has a powerful story to tell, and my commitment is to amplify those voices with pride and responsibility”, she said.

Recognized for her ability to create an environment at Bacardi where everyone can be appreciated for who they are, what they do and who they can become, Natally will bring a global perspective to our organization, firmly rooted in her Caribbean roots. Her leadership represents a firm step toward the future we envision: one where excellence and diversity go hand in hand.

“Inclusion is not a trend; it’s a growth strategy, and also a daily choice. From my role at Bacardi and now at Women Leading Rum & Spirits, I will continue to foster spaces where women can flourish, lead, and make their mark.”

At Women Leading Rum & Spirits, we celebrate this new stage with enthusiasm, aware that Natally not only brings experience and vision, but also an authentic energy that inspires and transforms.