Author: sHq_LoGiNz

At Trane Technologies, we foster an innovation-friendly environment, enabling employees to boldly challenge what’s possible for a sustainable world. Meet Adam Stroud, a Senior Battery Systems Engineer whose passion for high-voltage batteries is driving new electrification pathways to sustainably deliver essential goods like food and medicine around the world.

The opportunity to do innovative work on high voltage battery systems in a sustainability-focused job drew Adam to Trane Technologies. He works in the Center for Excellence in Electrification for our brand, Thermo King®. Thermo King is a global leader in sustainable transport temperature control for various applications like trailers, truck bodies, buses and more.

“High voltage battery systems are the future of our grid, and I wanted to be involved in that,” said Adam who designs battery packs and systems to help drive electrification of Thermo King’s transport refrigeration units. “I look at battery technology in the rapidly changing industry and fit it into applications to help the business develop road maps to be ready to use it,” he said.

Adam’s innovative spirit is evident in his daily work. He currently serves as the technical lead on a temperature-controlled battery testing facility, housed in a 48-foot trailer. “We have a large chamber that we can make very hot or very cold to simulate conditions on the road,” he said.

The team is also putting the test chamber’s battery power to work in the headquarters building. “We have a battery cycler that takes power from the battery and puts it directly back on our facility grid to power the lights in the building,” he said. “It’s a small way to increase sustainability.”

Bringing innovations to life: Adam’s patent success

“In my two years at Thermo King, I’ve been able to file five patents related to novel battery system implementation for transport refrigeration,” said Adam. He appreciates the company’s inclusive patent process. “You don’t have to know somebody or be in the right place at the right time in order for a patent idea to go somewhere,” said Adam.

“I think it is a very simple thing that we do here but very powerful, because it opens doors for anyone to submit their ideas,” he said. Principal Electrification Engineer, Matt Srnec, is a mentor of Adam’s and has encouraged him and others early in their careers to file for their own patents at the company. Learn more about Matt Srnec’s career that now spans over 12 years working for our Thermo King brand at Trane Technologies.

Why sustainability drives Adam’s passion

Making a difference is important to Adam who earned an engineering degree at Marquette University. During his sophomore year at school, he fell in love with work that makes a difference after meeting a professor who was researching how humanoid robotics can help people, such as children with autism. “He used robotics to make a difference, and I thought that was really cool,” said Adam.

Adam previously held two other roles, including one at a large company near Thermo King headquarters. “When I moved to Trane Technologies, the opportunity to make a sustainable impact was one of the key factors,” he said. “I left a job where I had a lot of tenure, a very good reputation and a promising future, because I wanted to make an impact by working on higher powered battery systems which have a bigger impact on our environment,” he said.

“I like using my engineering skills to work on a product that is deployed across the world to transport the frozen and fresh food that people need delivered,” he said. “Making the way we do that environmentally friendly is a way that I feel like I can have a big impact on the environment,” said Adam, who is an avid outdoorsman with a young family. “It’s kind of an emotional thing for me.”

Mentoring the next generation

Adam also sustains the engineering talent pipeline by mentoring the company’s interns and volunteering with the University of Minnesota Solar Car team. “The discipline of battery engineering is typically not available in college curriculums, so advising these curious and motivated solar car students is a great way to get them interested in electrification and battery engineering as a career,” said Adam.

Finding joy in everyday innovation

Adam enjoys going to work every day. “Being able to go in and innovate day-to-day is fun,” he said. “I try to come up with ideas that use proven technologies and methods in novel ways to address the unique challenges facing Thermo King customers,” he said. “Ultimately, it’s all about the customer and their needs,” said Adam. “I feel like every day, I’m working on things that are going to create a better future for our planet and for society in general.”

Adam Stroud’s journey at Trane Technologies is a testament to how innovation and electrification can bring joy in the pursuit of a sustainable future.

Explore careers that make an impact at Trane Technologies.

Learn more about how sustainability is embedded in our business strategy.

Our summer internship program provides a unique opportunity for undergraduate and graduate students to gain on-the-job experience in our businesses and to learn about PotlatchDeltic. Interns are provided with safety training and undertake meaningful projects and collaborate with other students, as well as with employees and managers. Internships not only develop a pipeline of potential future talent, but also provide our employees an opportunity to be mentors and build their leadership skills. Our 2024 summer interns included twelve timberland interns, five interns at our wood products facilities, and one corporate intern.

Timberlands interns worked on a variety of projects including seedling survival assessments, comparison of three-year-old growth in open pollinated vs. mass-controlled pollinated seedlings, integrating Cherrylane Seed Orchard’s parent tree with orchard block climate information into a spatial model to match our seed orchard seed to planting locations with like climates, delineating Stream-Side Management Zones on harvest areas, and field verification of seedling identification and mapping utilizing high-resolution imagery.

Wood products interns worked with the environmental department on key projects, including environmental compliance sampling and inspections, and a stormwater project. Mill interns assisted millwrights with work orders and on reliability initiatives. Wood products IT interns provided end user support and training, installed personal computers and other equipment, and built workstations.

The corporate intern focused on timberlands geographic information system data quality control through fine tuning topology, realigning roads to centerlines with consistent classifications, defining boundary maps, and digitizing road stands.

Originally published on Common Impact

By Silvia Chilel Martin

When you’re in the business of building brighter futures like Partners for Better Housing (PBH) you don’t always have time to stop and measure how far you’ve come. That’s where skills-based volunteering comes in. PBH teamed up with Nielsen volunteers through Common Impact skills-based volunteering programming to tackle a common and critical challenge: proving the power of their work. Specifically, they needed help analyzing assessment data from their Freddie Mac Credit Smart (FMCS) workshops to see if participants were actually walking away more confident and informed about the homebuyer preparedness process. Spoiler alert: they were—but now PBH has the data to show it.

We spoke with PBH’s Chief Executive Officer, Tenisha Gist, about how this collaboration sharpened their evaluation tools, helped them tell a stronger story to funders, and reminded them they don’t have to do it all alone.

It was refreshing and energizing to have concrete next steps rather than continuing to navigate these challenges alone. 
– Tenisha Gist

Can you describe Partners for Better Housing’s mission and how it addresses the affordable housing challenge in Northwest Arkansas?

Our mission is to build partnerships that create housing and upward mobility opportunities for modest and moderate-income individuals. Tackling affordable housing can’t be done alone—it requires the collective strength of various stakeholders. Whether it’s a landlord, realtor, architect, or even a friendly neighbor, they all play a role in shaping the communities we live in. Our goal is to address housing affordability gaps through collaboration while educating and equipping people to thrive.

We’ve helped people achieve financial stability, explore steps toward owning a home, and even provided direct assistance for those ready to buy a home. We’ve been able to support individuals with down payment funds to help them cross the finish line to homeownership. Through our partnership with Habitat for Humanity, we offered discounted lots, making homeownership more attainable. We also work one-on-one with individuals outside of educational settings to help them navigate financial wellness. We help them learn habits such as budgeting, saving, and investing.

Can you speak more about the specific challenge you brought to the skills-based volunteers?

Our challenge was to improve the pre- and post-assessment questions for our FMCS workshops. We developed these internally, but didn’t know if they effectively measured the impact of our workshop series.

Through a collaboration with Common Impact and Nielsen volunteers participating in the company’s annual global day of service, Nielsen Global Impact Day, we strategically examined our engagement surveys to pinpoint workshop impact and participant learning. We needed help structuring our assessments in a way that captured both the data and stories that matter. Our goal was to create insights that would resonate with funders and stakeholders—driving increased funding, ongoing support, and the expansion of our operations to help more people.

Not everyone who is a workshop participant purchases a home, but that doesn’t mean the program isn’t valuable. We wanted to focus on measuring confidence and knowledge gained opposed to homeownership rates. The volunteers helped us refine our approach, ensuring we asked the right questions to gather meaningful data without overwhelming participants.

What was your experience collaborating with Common Impact and Nielsen volunteers, and what key takeaways or strategies did you gain from that collaboration?

Common Impact structured the engagement with a great flow. We kicked off with a discovery session to connect with the volunteers and share our challenge. Then, during the incubation tank, they developed solutions, which they presented in a final session where we could ask questions and clarify next steps, so we were ready to hit the ground running.

The volunteers helped us synthesize information we had been working with for a long time but hadn’t had the capacity to fully refine. Their insights were highly actionable, and the instant feedback we received during our collaborative sessions was invaluable. It was refreshing and energizing to have concrete next steps rather than continuing to navigate these challenges alone.

When you’re deep in the day-to-day, it helps to get fresh feedback and be asked questions to see the problem in a different light or from a different perspective. Sometimes, when creating assessments from scratch, you include a lot of questions with the mindset of gathering as much information as possible—but not all of it is useful. We learned to focus on asking the right questions in the right way, those that serve both us and the people we support.

From your point of view, why should nonprofits get involved in skills-based volunteering?

These partnerships help address the need for expertise while overcoming the challenge of limited funding that many organizations face. The eight hours we spent with a skilled and engaged team enhanced our time and capacity.

Beyond that, we gained new supporters—people who now understand our work and are invested in it. That kind of connection has a ripple effect. It reinforces the idea that we’re all working toward a shared goal of community improvement. We only have so much time, funding, and expertise in-house and partnerships like this remind us that we are better together. Now that we’re connected, we can stay connected, and that’s exciting.

Many organizations may not realize the benefits gained from working with skills-based volunteers until they explore external perspectives. Skills-based volunteering can be a game changer, especially for nonprofits looking to spend a short amount of time creating long-term impact.

About Nielsen’s Data for Good® Program 
Nielsen encourages skills-based volunteering through the company’s Data for Good® program. These projects and initiatives involve supporting nonprofit organizations with Nielsen data, solutions and talent to make a positive impact. Through Data for Good projects, Nielsen volunteers help nonprofits to identify and understand their audiences, improve messaging, analyze reach and impact, and much more.

About Common Impact
Common Impact is a nonprofit organization that fosters meaningful partnerships between purpose-driven Fortune 500 companies and leading nonprofits worldwide to propel social good. We create, develop, and lead customized skills-based volunteer programs—guiding the process each step of the way to ensure success and create lasting change.

Tapping into different voices, perspectives, and experiences helps businesses solve problems, reveals new opportunities to grow, and encourages contributions that better support people and communities. At Henkel North America, diversity is a path to progress, innovation, and impact. Our employees and partners are united by our purpose: Pioneers at heart for the good of generations. They collaborate to tackle challenges, find solutions and open new perspectives – allowing us to deliver products, services, and innovations that enrich and improve everyday life.

We invite you to “meet” our pioneers in our series, “Pioneers for Good.”

Introducing Becky

Becky Kristopeit, Director of Sustainability and Climate Impact at Henkel Adhesive Technologies, bridges education, sustainability, and recreation in her role at Henkel and as an advocate for community development. She channels her passions into initiatives that empower people to grow, connect, and lead. Her work shows how blending diverse interests can spark collaboration and foster thriving communities.

Bridging Connections Through Sustainability and STEM Education

According to Becky, solutions to many of the world’s challenges lie in empowering individuals through learning and interactive experiences. Building on her appetite for knowledge-sharing and sustainability, Becky began advocating for STEM education in local schools – with a focus on building relationships with the students and other parents.

My goal is to be the person that steps up and provides a space to bring people in and feel comfortable to ask questions. Me being here means other people have a place to come to for support. I might not have the answer, but I can help by being an advocate for them as they find the solution.

Becky Kristopeit, Director of Sustainability and Climate Impact at Henkel Adhesive Technologies

From teaching sustainability topics to volunteering at school events, Becky has inspired students and families to think critically and creatively – connecting individuals, sparking curiosity, and inspiring others to come together in the spirit of growth and collaboration. At her child’s school, she chaired a Science Night event for the past two years, which included providing opportunities for parents and students to share their STEM knowledge with others and personally running a mobile planetarium to showcase the history of astronomy, sparking wonder and curiosity among students. Education is a family affair too; at another school event, Becky’s daughter led a workshop on 3D printing for her fellow students.

Fostering Growth and Collaboration through Youth Sports

For Becky, community building extends beyond the classroom and into recreation. As the coach of her daughter’s soccer team and a former player herself, she sees youth sports as a powerful tool to strengthen bonds and cultivate resilience from an early age. To her, soccer teaches teamwork, adaptability, and collaboration—skills that translate on and off the field.

Soccer is not only a super accessible activity, but also a source of many life lessons. It provides a basis for learning, encouraging kids to practice critical thinking, self-advocacy, and resiliency in an engaging, safe environment. And I’ve personally watched them grow from it.

Becky Kristopeit, Director of Sustainability and Climate Impact at Henkel Adhesive Technologies

When Henkel announced its partnership with the U.S. Soccer Federation, Becky was excited about the company’s collaboration with an organization that aligned closely with Henkel values and her own. The opportunities ahead include creating community impact through expanded access to soccer, promoting teamwork among young players and the expansion of and awareness building around women’s sports. These efforts connect families and communities, helping them find common ground, grow together, and embrace working as a team.

Creating Space to be Yourself

Becky believes that enthusiasm is contagious; by following what drives her, Becky inspires others to do the same. Whether it’s championing sustainability in her role at Henkel, raising awareness around the value of STEM education in schools, or coaching youth soccer at local fields, Becky creates spaces where individuals can find and create community by being themselves, collaborating, and contributing to meaningful projects. Her approach focuses on authenticity—building trust and fostering inclusivity to create a sense of belonging.

It’s hard to be you, but progress starts when people feel brave enough to bring their ideas forward and invest in their shared goals.

Becky Kristopeit, Director of Sustainability and Climate Impact at Henkel Adhesive Technologies

Climate change and water stress are deeply intertwined. Rising global temperatures are intensifying droughts, accelerating extreme weather events, and disrupting the availability and quality of freshwater across the world. These disruptions are no longer “distant threats.” They already impact operations, value chains, and local communities.

Despite this, many companies continue to treat water risk as a peripheral issue in their climate strategies. Water is often overlooked while carbon reduction and energy transitions take center stage. That approach is no longer sustainable.

To ensure operational continuity, meet rising regulatory expectations, and build long-term business value, companies must treat water stewardship as a core pillar of their climate resilience planning.

Why Water Must Be Central to Your Climate Strategy

Water-related disruptions are escalating. In 2024 alone, the U.S. experienced 27 separate billion-dollar weather and climate disasters, including droughts, floods, and storms—nearly triple the long-term annual average. These events are no longer rare. Industries across the board are facing growing threats: factories halted due to flooding, supply chains broken by water shortages, and community tensions fueled by the overuse or contamination of shared water resources.

While climate change is a global crisis, water is often how we feel its impacts first—and most acutely. Drought, flooding, and water stress are amplifying in places already under strain. These disruptions can destabilize business operations faster than many other climate risks.

Importantly, water risk is not just a site-level issue. It’s shaped by broader watershed dynamics—like upstream over-extraction, aging infrastructure, or shared pollution burdens—that extend far beyond a facility’s fence line. On-site resilience alone isn’t enough. Managing water as a shared resource means looking outside your operations and engaging with communities, governments, and local partners.

Related Resource: 12 Companies Making A Real Difference In Corporate Water Stewardship

Understanding Physical and Transition Risks Through a Water Lens

Water risk isn’t a single challenge, but a convergence of physical and transition risks that threaten business value in different ways.

Physical risks include:

• Droughts that reduce freshwater availability
• Flooding and sea-level rise that damage infrastructure
• Water pollution that affects both input water and discharge compliance
• Infrastructure strain in areas with outdated or failing water systems

Transition risks, meanwhile, stem from evolving expectations and pressures, including:

• Stricter water regulations at the local, national, or regional level
• Climate-related litigation that raises operating costs and exposes reputational vulnerabilities
• Volatility in input costs, such as energy and raw materials, that can lead to major swings in operating expenses and financial performance
• Increased pressure from consumers and civil society for responsible water use

Industries from tech to textiles to agribusiness are increasingly exposed to these threats. And while the specific risks vary by geography, the trend is clear: water is becoming a defining business constraint.

Related Case Study: Learn how companies in Europe and Central Asia are building water resilience

Regulatory and Market Expectations Are Rising

If water risk isn’t already on your compliance radar, it will be soon.

The EU’s Corporate Sustainability Reporting Directive (CSRD) is one of the few mandatory frameworks that specifically requires companies to disclose water-related impacts as a standalone topic.

Elsewhere, an increasing number of national and subnational regulations are requiring disclosure of climate-related risks—including water—as part of broader environmental reporting. These often align with voluntary frameworks such as the ISSB’s sustainability standards, which many jurisdictions are starting to adopt or reference.

Environmental management systems like ISO 14001 already require businesses to assess and mitigate water-related impacts. Meanwhile, investors and consumers increasingly demand transparency around water usage, pollution prevention, and watershed engagement.

Companies that don’t proactively address water risk will find themselves playing catch-up and risking regulatory penalties, reduced access to capital, and reputational damage.

The Business Case for Water Stewardship

Addressing water risk is smart business beyond merely addressing compliance. Companies that invest in water stewardship often see measurable improvements in operational efficiency, cost savings, and brand equity.

• Water-efficient processes reduce utility bills and safeguard production continuity.
• Proactive engagement in watershed management reduces the likelihood of shared crises like depleted aquifers or toxic runoff.
• A strong water strategy improves ESG ratings and builds trust with stakeholders and communities.

Collective action also matters. Companies that collaborate with peers, governments, and civil society on local water issues help create more stable, predictable operating environments for entire regions.

Related Podcast: Listen to The Critical Role of Water Stewardship in a Changing Climate

Embedding Water into Your Climate Strategy

To meaningfully reduce exposure to water risk, companies must move from reactive compliance to a proactive, integrated strategy. This means:

• Assessing water risks across all priority supplier sites, using both physical data and stakeholder insight
• Setting meaningful water use reduction targets, aligned with local watershed conditions and science-based thresholds
• Embedding water into ESG and value chain integration, especially where value chains rely on water-intensive processes
• Establishing governance, accountability, and reporting structures to track progress and drive continuous improvement

Water risk is a material business risk, and must be treated with the same rigor and urgency as carbon or energy.

Global Execution Requires Local Expertise

One of the greatest challenges in addressing water risk is that conditions vary widely by region. What works in one geography may fail in another due to regulatory, hydrological, or cultural differences.

Global companies need partners who can operationalize corporate water strategies at the local level—ensuring site-specific compliance, stakeholder engagement, and watershed alignment. Doing this effectively requires both broad geographic coverage and deep, region-specific expertise.

Inogen Alliance provides on-the-ground technical expertise and regulatory insight in over 150 countries, enabling companies to implement water strategies that meet local requirements, reduce risk, and build trust with regional stakeholders.

Water Risk Is Climate Risk

The bottom line is clear: companies that treat water as central to their climate strategy will be more resilient, more compliant, and better positioned to compete in a resource-constrained world.

Now is the time to take stock. Where does water sit in your climate risk assessments? Are you adequately prepared to manage disruptions across your operations and value chain? Do your policies address both site-level and watershed-level challenges?

Don’t wait until the next drought, flood, or regulatory shift to act. Start integrating water risk now and build resilience where it matters most.

Subscribe to the Inogen Alliance blog for expert insight into building sustainable, risk-smart operations worldwide.

By Candace Higginbotham

The past few summers, the Regions Legal department has hosted a corporate law mini term for law school students serving as interns in Birmingham firms. Because the internships are already packed with informative programs and demanding work, the Regions team took a different approach this year.

Chief Governance Officer Andrew Nix and Legal Services Manager Katie Loggins invited the students to Regions Center for “An Afternoon at Regions” – a half-day session featuring presentations and discussions with leaders across the bank.

“We thought it would be beneficial for these law school students to get an overview of Regions, since we work so closely with the firms they’re working for this summer,” Nix said. “After all, the best lawyers have an intimate knowledge of their client’s business, and they serve as a trusted advisor. We also wanted to give the interns a glimpse at in-house life and show them what it’s like to work in a corporate law environment.”

Regions leaders provided information about key areas of the bank and how the Regions Legal department doesn’t just sit on the sidelines and offer advice and counsel, they are true business partners within the bank who are directly involved in decision making and strategic execution for the businesses

The 65 clerks attending this session, representing 10 local law firms, came away with a good feel for what it’s like to practice corporate law in a financial institution. But an unexpected benefit of the session was the practical, actionable career advice and professional guidance from top executives.

Chief Legal Officer and Corporate Secretary Tara Plimpton provided an overview of the Regions Legal department, how the organizational structure and partnership approach support her management philosophy for how the team can best contribute to the bank’s success. Plimpton also shared her career journey and some lessons she’s learned along the way.

“Nothing is linear when it comes to a career path, and there are many ups and downs,” Plimpton said. “But it’s actually during the down periods when you learn the most. Just keep asking yourself, ‘Am I learning something? Am I growing and developing?’”

She encouraged the students to stretch themselves and not get complacent.

Be more than a lawyer, use your legal mind and your ability to look at things from different angles to help solve a problem and develop a strategic plan. Even if it’s not your job, if you see ways to make improvements or if you develop an interest in a specific topic, raise your hand.
Tara Plimpton, Regions Chief Legal Officer and Corporate Secretary

Plimpton urged the students to prioritize learning, take on new things and keep in mind that change is a good thing and to always be open to it. But according to Plimpton, the number one piece of advice for a young lawyer, or anyone in the early stages of their career, is to make sure the company and team you work with align with your values.

“When I came to Regions I began to understand what a good corporate culture means,” she said. “In a collaborative, respectful environment, you can agree to disagree and then work together to come to the best decision for the company. Living our mission and values is tremendously important here at Regions, and every day our leaders make decisions with our associates, customers and communities in mind. It’s really a great place to work, with great people.”

John Jordan, head of Retail Banking joined the group to talk about the division he leads, which employs the largest number of associates in the company. This complex, customer-facing organization, which handles more than 50 million transactions each year, works closely with the Legal department and Jordan described that collaboration.

Jordan, too, offered sage career advice for the students. “In times of transition and rapid technological change like the one we’re in now, being adaptable is key,” he said. “Seek to learn and look for opportunities to shine and grow. Don’t be afraid to take risks – you learn quickly and can open doors when you take risks.”

John Jordan, head of Retail Banking joined the group to talk about the division he leads, which employs the largest number of associates in the company. This complex, customer-facing organization, which handles more than 50 million transactions each year, works closely with the Legal department and Jordan described that collaboration.

Jordan, too, offered sage career advice for the students. “In times of transition and rapid technological change like the one we’re in now, being adaptable is key,” he said. “Seek to learn and look for opportunities to shine and grow. Don’t be afraid to take risks – you learn quickly and can open doors when you take risks.”

John Jordan, head of Retail Banking joined the group to talk about the division he leads, which employs the largest number of associates in the company. This complex, customer-facing organization, which handles more than 50 million transactions each year, works closely with the Legal department and Jordan described that collaboration.

Jordan, too, offered sage career advice for the students. “In times of transition and rapid technological change like the one we’re in now, being adaptable is key,” he said. “Seek to learn and look for opportunities to shine and grow. Don’t be afraid to take risks – you learn quickly and can open doors when you take risks.”

Tom Speir, head of Strategy and Corporate Development, gave the law students a thorough overview of the company, including how and where the bank operates, key differentiators and business strategy.

Speir’s professional advice was straightforward and direct: “Be curious and ask questions. Become an expert.”

A panel of Community Engagement leaders took the stage, including Marta Self, executive director of the Regions Foundation, Brett Shaffer, head of Community Relations and Wendi Boyen, head of Community Development Lending and Investment. The panel, moderated by Bradley Blair, from Regions’ Consumer Banking Legal team, talked about Regions’ role in the community and how the team helps execute the bank’s priority to foster inclusive prosperity.

Like the other speakers, this group offered helpful suggestions to ensure career success. “Don’t underestimate the importance of networking,” Self said. “Both in the firm and in the community.”

Boyen encouraged the students to get involved in the community through board service, volunteerism and pro bono work.

Shaffer offered a practical way to stay on track with your goals. “Schedule a one-one with yourself every week to make sure you are being effective and making an impact,” he said. 

The Legal leadership team closed the day with a panel discussion. The panel was moderated by Turner Benoist and featured Nix, Julie Metheny, Cinda York, Patrick Bodden, Ashley Bolender, Bevelyn Coleman, Elizabeth Taylor, Craig Williams and Ed Cotter.

This group of corporate law specialists talked about their career journeys and why they opted to go in-house versus working in a law firm. They described their day-to-day responsibilities and outlined when and how they work with outside firms. The Legal leaders also provided advice and described traits that good corporate lawyers should have.

Here’s a sampling:

• “Be a T-shaped professional, with deep expertise in one area and a broad understanding of other, related areas.”
• “Run your area of expertise like a business.”
• “Be a lifelong learner.”
• “Legal work is hard – focus on little things that you can get 1000% right. Then, that list starts to grow.”
• “Limit your career-limiting moves.”
• “Pivot on a dime and leave it behind you – don’t agonize over what you may have messed up. Perfection is not attainable.”
• “Always think about big picture. Strategic thinking is key.”
• “Be comfortable answering the question without 100 percent of the background.”
• “Don’t forget about the soft skills. Be helpful and have empathy and understanding. Focus on relationships.”

When the presentations were over, the students and advisors from the legal firms joined the Regions leaders for a casual meet and greet, to continue the conversation and ask additional questions. The Regions Legal team received kudos from everyone involved.

“I’m really pleased with the format and content of this forum,” Loggins said. “Our outreach to future lawyers is really important to the Regions team and we’ll continue to refine our processes and cover topics that inform and hopefully inspire students to consider corporate law as a career.”

CHARLOTTE, N.C., August 1, 2025 /3BL/ – Today, Truist Foundation released its multiyear impact report, Scaling for Impact, offering data-backed evidence that bold, strategic philanthropy can enhance the economic viability of communities across the Southeast.

Launched in 2020, Truist Foundation’s grantmaking strategy focuses on two giving pillars— strengthening small businesses and building career pathways, to help fulfill Truist Financial Corporation’s purpose to inspire and build better lives and communities. The report details how this focus, combined with an ecosystem approach, has created measurable impact—and a scalable model other funders can learn from.

“At a time when many nonprofits are seeing reduced giving, we’ve stayed the course—partnering deeply with nonprofits, learning from our grant partners and doubling down on what works,” said Lynette Bell, president of Truist Foundation. “Economic mobility is not just an aspiration; it’s a measurable outcome when we invest in people, in organizations, and in ecosystems. This report reflects Truist Foundation’s commitment to leading with purpose and delivering on our promise to drive impact.”

The report highlights the Foundation’s work to foster a more inclusive and transparent grantmaking process, emphasizing measurement, capacity building and ecosystem support. These efforts helped unlock quality jobs, elevate small business ecosystems and drive upward economic mobility across underfunded and under-resourced regions.

Since 2021, Truist Foundation’s strategic funding has helped:

• create or retain 26,800 jobs,
• provide nearly 26,000 workers with support services,
• support more than 18,000 small businesses, and
• place nearly 16,000 workers into jobs.

Keith Thornton, chief impact officer at Truist, stated, “Our Foundation’s strategy is fundamentally based on achieving impact. We maintain that philanthropy should be both meaningful and bold. This report represents our insights and serves as a call to action for those dedicated to enhancing economic opportunities for everyone.”

To learn more about this comprehensive philanthropy model and powerful grant partner case studies, download the full report at Truist.com/Foundation.

About Truist Foundation
Truist Foundation is committed to Truist Financial Corporation’s (NYSE: TFC) purpose to inspire and build better lives and communities. The Foundation, an endowed private foundation established in 2020 whose operating budget is independent of Truist Financial Corporation, makes strategic investments in a wide variety of nonprofit organizations centered around two focus areas: building career pathways to economic mobility and strengthening small businesses to ensure all communities have an opportunity to thrive. Embodying these focus areas are the Foundation’s leading initiatives – the Inspire Awards and Where It Starts. Learn more at Truist.com/Foundation.

Media Contact: Kristen Fraser, media@truist.com

SOURCE: Truist Foundation