Author: sHq_LoGiNz

• As part of COP30, Griffith Foods, together with PepsiCo, present OURO, a financing and technical assistance project supporting corn and soybean farmers in adopting regenerative practices such as cover crops, composting, and biological inputs to restore soils and build climate resilience. 
   
• In its first year, the project began establishing a scalable model for regenerative transition- targeting 7,000 acres (≈2,800 hectares) and is already supporting farmers in adopting regenerative practices. It complements other global initiatives through which Griffith Foods has reached nearly 4,000 farmers worldwide, strengthening rural livelihoods and promoting equity in agricultural communities. 
   
• Globally, and as part of its sustainability commitment, Griffith Foods continues advancing toward a regenerative future—with a 19% reduction in operational emissions (Scopes 1 and 2) and more than 15 regenerative agriculture projects active across regions. These efforts align with the company’s aim to achieve Net Zero in its value chain by 2040 while advancing regenerative agriculture practices across 1 million acres (approximately 404,000 hectares) by the end of the decade, with an emphasis in Central and South America.

Griffith Foods, a multinational company with more than 100 years of global experience developing food solutions, will participates in the 30th UN Climate Change Conference (COP30) in Belém, Brazil. During the event, the company calls for collective action to transform global food systems and reaffirms its role as a catalyst for change in the industry through projects that bridge sustainability, innovation, and inclusion.

In this context, Griffith Foods, together with PepsiCo and a common sourcing partner, launch OURO, a pioneering initiative in Goiás, at the heart of Brazil’s Cerrado region, designed to accelerate farmers’ transition to regenerative practices through financing and technical support. As part of a long-term commitment to regenerative agriculture, the initiative focuses on soil restoration through farmer technical assistance and financial incentives based on practice adoption and GHG reductions. The initiative promotes practices such as cover cropping, composting, and the use of biological inputs to regenerate soil health, strengthen climate resilience, and reduce dependency on synthetic inputs. The project takes place in a key agricultural area that accounts for nearly 60% of Brazil’s soybean and corn production.

The shared goal is to restore ecosystems, improve farmer profitability, and enhance climate resilience across two crops critical to the local agricultural economy and food supply chains. Through this work, Griffith Foods reinforces its purpose of “Blending Care and Creativity to Nourish the World” by co-creating science-based, innovative, and regenerative solutions.

“At Griffith Foods, we see this partnership as part of our journey to nourish the world and transform the food system. Guided by our 2030 Aspirations, we’re turning that vision into action—moving beyond ‘do no harm’ thinking to embrace a regenerative mindset that restores soils, strengthens communities, and proves that business can be a true vehicle for greater good” said Nicholas Costa, Regional Sustainability Director for Central and South America at Griffith Foods.

This project also introduces an innovative “Payment for Practices” and “Payment for Outcomes” model, which rewards both the adoption of regenerative techniques (such as cover crops, composting, and bio inputs) and the measurable results in emissions reduction.

“This program tackles the biggest barrier to regenerative agriculture: the financial risk farmers face when transitioning to new practices,” said Thais Souza, Global Procurement Manager – ESG at PepsiCo Brazil. “By providing direct economic incentives, we’re enabling behavior change that improves soil health, reduces greenhouse gas emissions, and builds climate resilience.”

Costa added that this and other initiatives are part of Griffith Foods’ 2030 Aspirations- an ambitious global plan to nourish the world sustainably through three key pillars: building sustainable food system networks, developing a nutritious and sustainable portfolio, and creating new markets to serve the underserved. 

Across its regenerative agriculture initiatives, Griffith Foods currently has nearly 30,000 acres (approximately 12,000 hectares) in transition across projects in Canada, Colombia, the United Kingdom, and Thailand, fostering practices that restore ecosystems and strengthen rural livelihoods. Through these and related programs, the company continues to promote inclusive and sustainable agricultural development in partnership with local producers, suppliers, and organizations worldwide. In parallel, Griffith Foods continues to strengthen its commitment to nutrition and innovation, with 56% of its global portfolio meeting external nutrition standards and numerous value chain projects underway in Latin America, Asia, and Africa.

For Griffith Foods, innovation and sustainability are the path to transforming food systems. In line with this commitment, the company will continue strengthening projects with industry partners to advance shared value models that foster environmental regeneration and community well-being, fulfilling its purpose of Blending Care and Creativity to Nourish the World.

About Griffith Foods

Griffith Foods is a global product development partner helping food companies meet the evolving needs of consumers with high-quality, culinary driven, customized products. Founded in 1919 and headquartered in Alsip, Illinois, USA, Griffith Foods is a family-owned business known for collaborative innovation guided by its purpose to “Blend Care and Creativity to Nourish the World.”  Operating in over 40 countries across six continents, Griffith Foods employs more than 5,000 people, including over 40 chefs and 340 food scientists, who work together to create solutions that nourish people, planet, and communities.  The company’s product capabilities include seasonings, sauces, dressings, coating systems, and alternative protein solutions. Griffith Foods’ primary areas of focus include Foodservice, Food Manufacturers, Protein Processors, and Retail. For more information, visit www.griffithfoods.com  ​

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Ahead of Camp Flog Gnaw Carnival’s return to Los Angeles, AEG and Goldenvoice welcomed 50 local students to Dodger Stadium for an exclusive behind-the-scenes look at what it takes to produce one of the city’s most celebrated music festivals.

At Camp Flog Gnaw’s third annual Community Day, high school students received a hands-on introduction to the live-entertainment industry. Rather than a traditional career fair, students stepped into the shoes of a real festival planning team as they took on the Camp Flog Gnaw Carnival Lineup Challenge, an immersive group activity that mirrored the decision-making, creativity, and strategy required to build a major festival.

Students also participated in dynamic conversations with teams from AEG Presents, Goldenvoice, and festival sponsor Converse, learning firsthand about the roles and collaboration required to bring a major event to life.

The biggest surprise of the day came when Converse CONS skate team rider Sage Elsesser—also known as the rapper Navy Blue and a featured performer at the Camp Flog Gnaw Carnival—walked into the room. His presence instantly energized the group as he shared his personal journey: carving his own lane, overcoming early doubts, and staying grounded in a fast-moving creative industry. Students engaged in an honest dialogue about expression, identity, and breaking into entertainment, turning the session into a meaningful exchange.

To connect students’ learning to real-world practice, AEG and Goldenvoice gifted each student a two-day pass to the sold-out Camp Flog Gnaw Carnival, giving them the chance to see the festival from the crowd after learning about it behind the scenes. Attendees also left with GOLF WANG merch and Converse sneakers. Plus, Taco Bell’s catering truck provided lunch.

This year’s Community Day reaffirmed AEG’s and Goldenvoice’s commitment to creating access points for young people curious about careers in live events. For many students, it wasn’t just an introduction to an industry; it was a moment that expanded their vision of what’s possible for the future.

A walk through a furniture store may lead you to an eye-catching walnut mid-century console, a reclaimed ash dining table, or a sturdy white oak platform bed – each designed, manufactured, and sold to appeal to a certain consumer aesthetic.

But today’s furniture consumers are beginning to look beyond the design, understanding that behind every piece of wood furniture is a forest somewhere in the world and a decision is made about how that forest is managed. These wood sourcing decisions affect more than just furniture buyers, as they have an impact on forest health and longevity.

That’s why, eight years ago, the Sustainable Furnishings Council (SFC) and the National Wildlife Federation (NWF) created the Wood Furniture Scorecard: to shine a light on those decisions, and to help move the home furnishings industry toward truly responsible wood sourcing.

This month, we released the 2025 Wood Furniture Scorecard, and the results tell an important story: Furniture retailers are standing firm in their commitment to responsible wood sourcing even as uncertain economic conditions might entice them to waiver in that commitment.

Purpose and Scope

The Wood Furniture Scorecard is a collaborative initiative between SFC and NWF that assesses furniture retailers on their wood sourcing policies and practices. The Scorecard evaluates over 100 North American furniture retailers on their annual wood sourcing policies, goals, and practices. Its aim is to promote transparency, accountability, and progress toward sustainable forestry and ethical supply chains in the furniture industry — the world’s third-largest wood consumer.

The Scorecard is, at its core, an accountability tool. It empowers consumers to make informed choices, rewards companies that are making steady progress, and challenges the rest of the industry to move beyond incremental steps toward real, transformative change.

How it Works 

Companies are assessed across three main areas: responsible wood sourcing policy, sourcing practices and performance, and any additional actions that promote public transparency (such as publishing detailed descriptions of wood sources on a company website).

In simple terms, the Scorecard asks retailers:

1. Do you have a clear, public policy for responsible wood sourcing, and are you implementing the policy?
2. Are you prioritizing certified wood — especially Forest Stewardship Council® (FSC®) — and reclaimed wood?
3. Are you transparent with your customers about where your wood comes from and how it is sourced?

Evaluations are based on publicly available data and direct company engagement. Retailers receive tailored recommendations to improve and implement their sourcing policies, helping them move from commitment to measurable action. Each year, companies can achieve “Top Score” or “High Score” status, and one company can achieve “Most Improved” status.

Key Updates for 2025

The 2025 edition continues its focus on encouraging and rewarding companies to set and publicly report targets, recognizing transparency as vital for industry accountability and progress.

Two Cascale member companies achieved high scores this year: Williams Sonoma Inc., achieving Top Score status, and Target, maintaining its High Score.

Why it Matters

As a public-facing tool, the scorecard encourages consumers to play a direct role in forest conservation. By choosing responsibly sourced wood furniture — especially products certified by the Forest Stewardship Council (FSC) — buyers can help protect forests, biodiversity, and local communities.

Further, Cascale’s acquisition of key SFC assets means that this visibility travels far and wide, directly supporting this co-minded mission. SFC’s tools strongly align with and support Cascale’s impact pillars, helping the consumer goods industry collectively catalyze collective action to reduce greenhouse gas emissions.

View the Full Scorecard

ST. PAUL, Minn., November 21, 2025 /3BL/ – Inogen Alliance and Associate Antea Group are pleased to announce the launch of a Global PFAS Regulatory Dashboard, now offering free access to a selection of PFAS regulatory data. (Comprehensive and company-specific PFAS regulatory intelligence is available upon request.)

Per- and polyfluoroalkyl substance (PFAS) compounds are used across a wide range of industries and products, and in many cases, organizations are unaware of their presence within their operations or supply chains. Business risk related to PFAS typically arises from three connected challenges: tightening regulations, unidentified PFAS use, and the consequences of being unprepared. PFAS regulations are evolving rapidly across the world. For multinational organizations, differing regional requirements create significant compliance, operational, and reputational risks.

The dashboard builds on insights from the Inogen Alliance Global Remediation Working Group, which surveyed Associates across 97 countries on PFAS regulation. The survey revealed that 48% of countries currently regulate PFAS, with the United States having the most detailed and mature requirements. Antea Group’s existing PFAS regulatory tracking tool was expanded to integrate U.S. data with global survey results, creating one centralized, comprehensive database. The new interface includes a dashboard that tracks new regulations by country and category and is updated monthly, along with a global heat map that highlights regulatory trends by geography.

“The benefit of the Global PFAS Regulatory Dashboard is that it allows organizations with sites in multiple countries to understand PFAS regulations quickly and easily across all of their facilities, thus ensuring consistent compliance across locations,” Annika Taylor, co-chair of the Inogen Alliance Remediation Working Group / Senior Consultant at Peter J. Ramsay & Associates.

“Regulatory expectations around PFAS are changing faster than many organizations can track,” said Jason Lagowski, Senior Consultant and PFAS Service Line Lead at Antea Group USA. “What our clients need most is clarity — clarity on what has changed, how requirements differ by region, and where to prioritize action. The Global PFAS Regulatory Dashboard delivers that clarity, helping organizations reduce uncertainty and make informed, proactive decisions.”

Key features of the dashboard include:

• Centralized, up-to-date PFAS regulatory information worldwide
• Real-time tracking of new and pending regulatory actions
• Comparative insights to support companies operating in multiple regions
• Interpretation and context from local experts on how regulations are enforced

Access the free Global PFAS Regulatory Dashboard here. For broader access to the full database — including real-time alerts, industry-specific insights, and support in evaluating business risk — contact our team.

About Inogen Alliance

Inogen Alliance is a global network made up of over 70 of independent local businesses and over 6,000 consultants around the world who can help make your project a success. Our Associates collaborate closely to serve multinational corporations, government agencies, and nonprofit organizations, and we share knowledge and industry experience to provide the highest quality service to our clients. If you want to learn more about how you can work with Inogen Alliance, you can explore our Associates or Contact Us. Watch for more News & Blog updates, listen to our podcast and follow us on LinkedIn.

About Antea Group  

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 Aflac Newsroom

In today’s evolving economic landscape, many professionals are finding themselves in a place they didn’t expect: feeling stuck. Whether it’s due to hiring slowdowns, industry shifts or broader market uncertainty, many employees are holding tight to their roles — not necessarily out of passion, but out of caution. It’s a concept we’ve come to know as “job hugging”: staying in a role not because it’s fulfilling, but because the future seems unclear.

But job hugging doesn’t have to be a red flag. In fact, it presents an opportunity for reflection, recalibration and strategizing ways to grow from where you are now.

Before I dive into helpful tips, let me say this: Feeling stuck is not a reflection of your talent, ambition or value. It’s a natural response to external conditions that are beyond your control. The job market is experiencing a period of recalibration, and if you’re feeling emotionally detached, overwhelmed, or underappreciated, you’re not alone. In fact, according to the 2025-2026 Aflac WorkForces Report, 61% of employees report at least moderate burnout — a seven-year high. That’s not just a statistic; it’s a signal.

Now, how can you pivot so that you can avoid feelings of burnout, disengagement and frustration? Here are a few suggestions:

Commit to your growth. Career development doesn’t always mean a new title or a change in role. It also can mean deepening your expertise, expanding your network or taking on stretch assignments that build new capabilities. If you’re feeling stagnant, talk to your manager or a member of the Human Resources (HR) team, and look into mentorship opportunities, cross-functional projects or other skill-building programs.

Recognize signs of burnout early. Burnout isn’t always dramatic. It can be subtle — what some call “quiet cracking” — where employees silently push harder and longer without recognition. Protecting your energy isn’t selfish; it’s strategic. Take opportunities to truly step away and catch your breath by using your PTO, unplugging after hours and engaging in your favorite hobbies. If you need support, talk to your manager or HR — that’s exactly what they’re there for.

Remember that your career can be a long-term journey. Market conditions may slow movement temporarily, but they don’t define your trajectory. Use this time to reflect on your goals, identify areas for growth and invest in yourself. Small steps — like attending a workshop, joining an employee resource group or volunteering for a new initiative — can reignite your sense of purpose and momentum, and they can provide great exposure for potential future opportunities.

Advocate for yourself. If you feel undervalued, speak up. Fewer than half of employees (48%) believe their employers genuinely care about them, according to the 2025-2026 Aflac WorkForces Report. That’s a trust gap, but it’s also a chance to start a conversation. Schedule regular check-ins with mentors, managers and HR representatives where you can share your goals, ask for feedback and get clarity and support.

Final thought: Normalize the conversation.

Buzzwords like “job hugging” or “quiet quitting” can be helpful — they give language to what many are feeling. But talk alone isn’t enough. We must act. If you’re hugging your job right now, do it with boundaries. Do it with purpose. And most importantly, do it with hope, because you’re not stuck — you’re strategizing.

In this episode of BuzzHouse, hosts Don Bernards and Garrick Gibson sit down with Philip Porter, senior vice president and head of acquisitions at Enterprise Housing Credit Investments, to make sense of the shifting landscape in low-income housing tax credit equity.

Philip breaks down what developers should know about lower credit pricing, the impact of recent legislation like the One Big Beautiful Bill Act, and what’s really driving changes in investor behavior. From construction timelines to CRA cycles, they unpack how demand, policy and capacity are colliding in today’s LIHTC market.

If you’ve been wondering what all this means for pricing, underwriting and syndication strategy, this episode covers it all.

Affordable housing resources

For articles, webinars and additional resources for developers, housing authorities, property managers, state housing credit agencies and lenders, visit our affordable housing page.

For more information on this topic, or to learn how Baker Tilly specialists can help, contact our team.

When people picture user experience (UX) design, they don’t always picture thermostats, chillers or wiring diagrams. But for Emily Peconi, UX Design Leader for Trane Technologies, crafting thoughtful products that solve real problems for real people is exactly what makes her work exciting.

UX in climate tech: uniquely challenging, uniquely rewarding

Ask Emily Peconi what excites her most about UX design for the residential side of Trane Technologies, and she won’t skip a beat.

Emily’s role is an important one. Trane Technologies’ advanced HVAC systems can be intricate, but it’s her job to make it easier for operators, technicians and residential customers to work seamlessly with the company’s products, driving efficiency and reducing costly errors in daily operations.

The challenge of turning complex products into intuitive tools is part of why Emily has been with the company for half a decade. “I think there’s something so interesting about hardware and software and the way they work together and how we market them together. It’s really multifaceted. You’re thinking about the thermostat on the wall, the wiring behind it, the software inside the equipment and how that all talks to the customer.”

An unusual career track to Trane Technologies

To ensure the company’s residential products are truly responding to customers’ needs, Emily works closely with Trane Technologies’ dealer network to understand what they need most. “There are at least 100 of our dealers that I know by name. I interact with them constantly.” This instinct to connect and get to the root of a customer’s needs stems partly from her rich and unusual professional background.

After studying art therapy, Emily began her career in social work, supporting troubled teens through some of their most challenging moments. She moved on to UX research, retail visual merchandising and marketing before eventually joining Trane Technologies in a digital innovation role. That diverse path, she says, helped her develop a sense of empathy and a knack for problem-solving.

“Everything I’ve done up until now has helped me be better in this role. My work has always been about talking to people, empathizing, problem solving and figuring out how I could better support them to move forward,” shares Emily.

“I love our dealers. I love that we’re trying to solve problems for them so that they can build their businesses.”

Boldly challenging what’s possible for UX design in engineering

Emily doesn’t just listen closely to customers. She relies on various internal teams, from controls and engineering to product and marketing, to ensure every part of the system is working together. “I know my limits. I’m not an engineer. And I don’t have to understand the product forwards and back. Rather, I have to build it in a way that speaks to that user. So, I rely on experts and customers to get me there.”

That kind of 360-degree collaboration with UX design is something Emily is proud to have championed. In the past, UX design was often looped in near the end of the development process, after hardware decisions had been made and software was already scoped or built. Emily knew that had to change, so she advocated for UX to be involved at the very beginning so she could better understand the product.

By starting earlier, asking better questions and aligning design with engineering from day one, Emily helped prove that when you prioritize users from the start, everything works better. “We did a study a few years ago, and it proved that working this way results in a product taking months to launch, as opposed to years when working in a traditional waterfall way,” says Emily proudly. “It’s all about getting the right people involved at the beginning.”

A culture of growth, learning and safety

Shifting how and when UX is involved requires a culture that supports new ways of thinking, cross-functional collaboration and people who are willing to listen. For Emily, that’s just what she found at Trane Technologies. “The culture here is incredibly human,” she says. “People stay because they care. It feels safe to ask questions, to say you don’t know something, to take time off when you need it. That’s rare.”

Emily also believes that the company culture is especially great for curious people. “If you want to grow, there’s no shortage of opportunity.” That commitment extends to professional development. Emily has taken business and HVAC training courses, attended conferences, and now leads a team that integrates both new and veteran designers.

“When I hear designers talk about getting bored or building the same things over and over, I think: there’s a whole other industry out here with complex problems to solve at so many different levels. There are constantly things to learn, new groups to work with, and the technology changes so fast. You’re always learning here.”

Ready to learn, grow and design real solutions for real people?

Discover digital careers at Trane Technologies.