Author: sHq_LoGiNz

Originally published on Aflac Newsroom

For three decades, Aflac Incorporated has stood beside families navigating the unimaginable: a childhood cancer or blood disorder diagnosis. What began as a heartfelt pledge in 1995 has grown into a legacy of compassion, innovation and unwavering support for children and their caregivers. During the 30th anniversary celebration, Aflac leadership, including Aflac Chairman and CEO Dan Amos and Aflac Foundation President Kathelen Amos, joined current and former patients, physicians and staff of the Aflac Cancer and Blood Disorders Center of Children’s Healthcare of Atlanta to reflect on the longstanding commitment to childhood cancer and blood disorders — the lives touched, the milestones achieved and the hope that continues to drive the mission forward.

Among those in attendance was cancer survivor Elaina Schreckenberger, who appeared in the iconic photo from the Aflac Cancer and Blood Disorders Center’s inaugural event. Just 5 years old at the time, she was a patient undergoing treatment for stage-4 neuroblastoma. A photographer captured a precious moment between her and Aflac Chairman and CEO Dan Amos — a scene they recreated at this year’s occasion.

In 1995, Amos made a bold promise: to help fund what would become the Aflac Cancer and Blood Disorders Center. That initial $3 million gift laid the foundation for a philanthropic journey that has since led to nearly $200 million contributed to pediatric cancer and blood disorder research, treatment and family support services.

“Our commitment to children with cancer and blood disorders is not just a corporate initiative — it’s a deeply personal mission for me, Kathelen, our sales teams and our employees, rooted in a belief that no family should face this journey alone, and we are honored to walk beside them, offering comfort, resources and hope every step of the way,” said Amos.

The Aflac Cancer and Blood Disorders Center is now one of the largest pediatric hematology/oncology programs in the country, treating more than 500 new cancer patients and over 2,100 new sickle cell patients annually. With more than 200 clinical trials and an extensive team of dedicated staff members, including physicians, nurses and researchers, the center continues to push the boundaries of pediatric care and innovation.

That philosophy has guided Aflac’s approach for 30 years and for Amos — as well as the company’s employees and agents — the true measure of success throughout those decades of support lies in the smiles of children, the relief of parents, and the progress made for children with cancer and blood disorders. From funding cutting-edge research to supporting families with transportation, lodging and emotional care, the Aflac Cancer and Blood Disorder Center’s holistic support model addresses the many dimensions of a cancer or blood disorders diagnosis.

“Thirty years is a milestone, but it’s also a reminder that our work is far from over,” said Amos. “We will continue to do everything we can to bring healing and hope to children facing cancer and blood disorders, until there is no longer a need because we have found a cure.”

In a world often defined by bottom lines and quarterly reports, this journey stands as a testament to what’s possible when compassion leads the way. It’s a story not just of corporate giving, but of human connection — and a promise that no child will face cancer or blood disorders alone.

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Disruption is no longer the exception; it’s the operating environment. From shifting tariffs and elections to changing trade routes, energy security, and climate impacts, EHS leaders are being asked to deliver resilience while the ground is moving under their feet. Season 2, Episode 1 of our Rethinking EHS podcast takes on this reality head-on.

In this Q&A-style recap, three leaders from across the Inogen Alliance network, Anqelique Dickson, President of Inogen Alliance and EVP at Antea Group USA; Lida Tan, President, Anew Global Consulting in China; and Alex Ferguson, CEO of Antea Group UK, share regional perspectives and practical advice for companies navigating uncertainty while keeping people, planet, and performance in balance.

Listen to the full podcast episode here. 

 

Q: What does the geopolitical EHS landscape look like in your region right now? 

Lida Tan (China/APAC): Recent elections and tariff shifts have had a chilling effect. Many companies hit “pause,” then quickly moved to scenario-planning: diversifying supplier bases, exploring new APAC locations, and asking for true regional expertise, not just a country-by-country view. We’ve seen demand for multi-country compliance guidance rise significantly as organizations work out the practicalities on the ground.

Alex Ferguson (UK/Europe): In Europe, tariffs are a layer on top of bigger structural forces: defense and energy security, systemic supply chain recalibration, and the infrastructure needed to support renewables. You’ll hear more about linear energy transmission and cross-border infrastructure in the coming years. Regulatory alignment remains strong on core EHS, but the drivers are increasingly security and reliability led.

Angie Dickson (USA): The defining feature is disruption, and not just in the U.S. South America is also in flux. In the U.S., expect a swing toward state-led variability. That creates complexity for multinationals and puts a premium on local expertise plus a pragmatic, forward-looking view of climate mitigation and resilience.

 

Q: Amid the noise, where do you see leadership? 

Lida: Tech leaders continue to move, perhaps more quietly, but still investing, piloting, and scaling. The middle of the market is cautious, watching closely but not retreating. The top 5–10% of companies that were leading still are.

Alex: We’re seeing energy innovation become mainstream, small modular reactors entering serious discussion, new approaches to hydrogen, ammonia, storage, and grid reinforcement. Logistics is also pivoting, routes are changing, and defense-related storage and movement needs are reshaping footprints. These shifts bring classic EHS questions such as permitting, biodiversity, contamination into new geographies and timelines.

Angie: Consumer brands are still pulled by stakeholder expectations, and customers and investors continue to expect responsible performance. Even when rules ease, “minimum compliance” rarely satisfies the market. Leaders are sticking with commitments, pacing execution, and designing programs for credibility and long-term value.

 

Q: How should companies communicate and operate when the “labels” (ESG, sustainability, climate) are politically charged? 

Alex: Don’t chase labels, anchor in values and risk. If “climate adaptation” is controversial in your market, talk about extreme weather preparedness and asset protection. The work is the work: protecting people and continuity. Language can change without changing substance.

Lida: When companies expand into new APAC locations, compliance comes first. Then we share peer practices, water efficiency, energy management, worker well-being. We avoid trigger words and focus on business value: less water, lower energy, safer operations.

Angie: Keep global principles steady (your values and outcomes), while localizing action to regulatory and social reality. That balance prevents wheel-spinning and keeps programs moving forward where it matters most.

 

Q: What practical moves should EHS leaders prioritize right now? 

Alex:

1. Reconfirm enterprise values and let them guide decisions, even as the narrative shifts.
2. Reframe risk in business terms (operational uptime, asset integrity, workforce safety).
3. Borrow solutions across geographies and sectors, learn from water-stressed regions or flood-savvy countries and translate for your sites.

Lida:

1. Build a two-to-five-year playbook for market entries and shifts, start with legal baseline, then add performance enhancers.
2. Use local partners who know the politics, regulators, and culture.
3. Sequence adoption: get stable, then layer in efficiency and resilience measures that pay back quickly.

Angie:

1. Go local to move fast: prioritize the sites and jurisdictions where changes hit first.
2. Protect the core: people, water/energy access, and critical supplier relationships.
3. Measure credibility: track outcomes your stakeholders value and can verify.

Q: What’s permanent, what’s cyclical, and how should leaders plan time horizons? 

Alex: Some shifts feel permanent: trade realignments and climate impacts. Political cycles will continue, but water scarcity, heat, and storm intensity are real operational variables now. Plan for that reality, then adjust the narrative as needed.

Lida: Expect a two-to-three-year progression when entering new countries: stabilize compliance, then operationalize efficiency and stewardship. Build that ramp into your portfolio plans.

Angie: Treat disruptions as resource drains, focus on the essentials and expand once stable. A modular global framework with local execution gives you both consistency and speed.

 

Q: What themes will define the next wave of EHS strategy? 

Lida: Water is the next frontier, availability, quality, and basin competition. You can’t operate without it. At the same time, alternative energy adoption is accelerating, not just in labs but on city streets and factory floors.

Alex: Energy infrastructure will dominate Europe: connecting renewables, storage, and flexible generation. Expect more linear projects and permitting challenges and a premium on biodiversity integration and community engagement.

Angie: Don’t forget people. Talent scarcity, skills shifts, and safety expectations are strategic risks. Investing in your workforce, health, safety, and capability, remains foundational to resilience.

 

Q: How would you explain this to a non-EHS-expert? 

Lida: We help companies work safely and efficiently wherever they operate, even when the rules and risks change.

Alex: Weather is changing, and supply routes are moving, our job is to protect people and assets so businesses can keep serving communities.

Angie: It’s about doing the right thing and the smart thing, building companies that last by caring for their people and resources.

 

Conclusion & Key Takeaways 

• Lead with values; flex the vocabulary. Stick to what your company stands for, safety, reliability, stewardship, and frame the work in operational terms that resonate locally.
• Local execution, global spine. Keep a consistent global intent but empower regions to move quickly within their regulatory and social contexts.
• Water, energy, people are the non-negotiables. Treat water security, energy reliability, and workforce safety as strategic pillars, not projects.
• Plan for permanence, pace for politics. Trade routes and climate conditions are long-run realities; political cycles change how you talk about them, not whether you act.
• Borrow boldly. Apply lessons from other industries and countries, and don’t reinvent flood, drought, or heat playbooks.
• Measure what matters. Track and share outcomes your stakeholders trust: uptime, incident reduction, water/energy intensity, and community impact.

Uncertainty isn’t a reason to slow down; it’s a mandate to get sharper. By anchoring in values, focusing on the essentials, and leveraging local expertise across a global network, EHS leaders can turn disruption into durable advantage.

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.

Originally published by Delaware Business Magazine
BY KATHY O’KEEFE

In a world increasingly defined by rapid technological change and global challenges, innovation is not just a competitive advantage — it’s a necessity. For Delaware, a state with a proud legacy of industrial ingenuity, the opportunity to lead in solving tomorrow’s problems is not only within reach — it’s already underway.

At the heart of this momentum is the University of Delaware’s STAR Campus, which is home to Chemours Discovery Hub (CDH), a state-ofthe-art research facility. With over 130 labs and more than 300 scientists, engineers, and researchers, CDH is a beacon of American innovation. It’s where science meets purpose, and where the next generation of essential chemistries and technologies are being developed to address the challenges of tomorrow.

Take, for example, liquid cooling — a breakthrough technology developed for data centers and other applications. As artificial intelligence drives exponential demand for computing power, traditional air-cooling systems are reaching their cooling ceiling. Chemours’ Opteon™ two-phase liquid cooling solution can reduce energy use by up to 90%, cut water consumption nearly to zero, and shrink the physical footprint of data centers by as much as 60%. It’s a game-changer for an industry that underpins our digital economy.

But innovation doesn’t happen in a vacuum. It requires a regulatory environment that supports progress rather than stifling it. Unfortunately, the current U.S. regulatory framework is falling short. Companies face years-long delays in getting new products and chemistries approved for use — delays that threaten to send American innovation overseas. These bottlenecks introduce vulnerability to the U.S.’ global leadership as companies take their innovations to outside markets with fewer regulatory hurdles. These hurdles also impede the U.S. from achieving a more sustainable future by delaying the introduction of new chemicals that are more sustainable and safer.

To maintain our edge, the U.S. must modernize its regulatory systems. That means bringing clarity and efficiency to programs like the Toxic Substances Control Act, aligning federal and state permitting processes, and ensuring that regulators understand the real-world applications and benefits of the chemistries they oversee. Without these reforms, we will watch American breakthroughs scale in other countries.

As we look to the future, the message is clear: innovation is the engine of economic growth, sustainability, and national security. But it needs the right fuel — investment, talent, and a regulatory framework that keeps pace with the speed of science.

Delaware is uniquely positioned to lead this charge. With its strong academic institutions, vibrant business community, and history of public-private collaboration, the First State can be a model for how innovation and regulation can work hand-in-hand. The Chemours Discovery Hub is proof of what’s possible when science, industry, and policy align.

Kathy O’Keefe serves as the chief sustainability officer at Chemours.

View original content here.

Managing water responsibly is integral to the operation of our mining and processing facilities. Covia invests in advanced technologies and develops innovative strategies to reduce consumption, enhance water quality, and preserve local water supplies. Our approach emphasizes optimizing water efficiency in production and increasing reuse through an aggressive water recycling program, supported by various water stewardship initiatives.

Covia’s water stewardship initiatives include: 

• Water management and efficiency
• Surface water and groundwater management/ conservation plans
• Water risks and opportunities assessments
• Water quality compliance
• Water-stressed area monitoring
• Site-level training
• Local partnerships

Water Efficiencies Highlights 

Water Efficiencies Covia’s Dividing Creek, New Jersey Plant

This site optimized water efficiency for the vibrating screen VS-102 spray bars, which is equipment used to separate and clean materials by utilizing water sprays to maintain efficient operation. By repurposing one of the sumps, along with the existing pump and approximately 200 feet of repurposed 6-inch piping, the project avoided the need to drill wells for new water extraction. This approach has minimized costs associated with new equipment and materials and led to drastic reduction in water use.

Reducing Strain on the Aquifer at Covia’s Roff, Oklahoma Plant

Each Eastern Red Cedar tree at Roff draws approximately 50 gallons of water from the Arbuckle Simpson Aquifer every day, which adds up to over 18,200 gallons per tree each year. While these trees are native to the area, fire suppression and a state-wide planting initiative in the 1930s (intended to reduce soil erosion) dramatically increased the trees’ spread, and they are now considered invasive. Covia’s team at Roff has made a concentrated effort since 2022 to remove these trees from the property and re-establish the natural grassland. In 2024, almost 1,000 trees were removed, reducing the draw on the aquifer by over 18 million gallons for the year. So far, in total, the site’s management of the trees has saved well over 23.6 million gallons, and the team plans to continue eliminating Eastern Red Cedars.

We have seen year-over-year improvement in water performance, including decreases in water withdrawn and water consumed, unrelated to the spin-off of our Energy business. 

• 27,440 Thousand Cubic Meters Withdrawn Fresh Water
• 7,636 Thousand Cubic Meters Consumed Fresh Water
• 100% Sites Reporting Water Withdrawn
• 87% Sites Reporting Water Consumed

While many factors contribute to this improvement, the effort to expand our water reporting has led to heightened awareness of water use. The reporting process enhances stewardship and helps our plant teams identify new opportunities to improve our performance.

For more information on our approach, please see our Water Stewardship Statement. 

In today’s fast-changing world of CSR, ESG, and sustainability, companies need the right people with the right expertise at the right time.

That’s where CSR Talent Group comes in.

Founded by seasoned impact leaders, CSR Talent Group meets the growing and evolving talent needs of organizations navigating the complex and dynamic CSR, ESG, and sustainability landscape. With over 25 years of experience in the field, we understand the challenges companies face—and we know how to solve them.

A Full-Service Talent and Resource Hub

We’re a comprehensive hub for staffing solutions across leadership, interim roles, specialized projects, and team training.

We’ve built an extensive network of 450+ vetted professionals, 95% of whom bring more than 15 years of deep, impact-focused experience across industries and corporate environments. These are people in the field, leading teams, managing programs, and bringing best practices to every engagement.

Our Services: Tailored Talent for Every Stage

No matter where you are in your CSR, ESG or sustainability journey—just starting out, scaling up, or facing a unique challenge—using a budget-friendly approach, we can help you move forward with confidence.

Executive Search

We specialize in identifying and recruiting senior leaders and C-suite executives exclusively within CSR, ESG, and sustainability. Whether you need a generalist to build a strategy or a subject-matter expert to lead a key initiative, we’ll find the perfect culture fit with the experience to match.

Fractional Roles

Need coverage during maternity, paternity, or disability leave? Facing a hiring freeze, but can’t slow down progress? We offer fractional and part-time professionals who step in seamlessly and hit the ground running.

We’ve successfully placed up to seven fractional experts in a single organization for over a year, helping teams stay on track and hit key milestones without adding headcount.

Project-Based Work

From ESG strategy and impact reporting to CDP submissions, employee engagement, and inclusion initiatives, our agile experts deliver results where you need them most. We help your internal team overcome capacity challenges and unlock bottlenecks by plugging in specialized talent on demand.

Coaching & Training

Through our network of partners and experts, we offer team trainings, workshops, books, software tools, and more. Our goal is to help your team develop the skills and confidence to advance your impact goals, all with greater clarity and ease.

Why Companies Choose CSR Talent Group

• Deep Experience: 25+ years in ESG, CSR, and sustainability.
• Unmatched Network: 425+ impact professionals across industries and disciplines.
• Agile Solutions: Full-time, fractional, interim, and project-based placements.
• Cultural Fit: We don’t just fill roles—we find the right people for your team and mission.
• Trusted Partners: Companies return to us again and again because we deliver talent that makes a difference.

Let’s Move the Needle—Together

At CSR Talent Group, we’re proud to serve as a trusted partner to companies that are serious about their CSR, ESG and sustainability goals. Whether you need executive leadership, temporary support, or fresh thinking for a project, we’re here to provide the people and tools you need to drive meaningful impact.

Ready to find the right talent for your next challenge?

Contact us today to learn more about how we can support your goals.

The recent 2025 GPA Midstream Convention in San Antonio brought together over 1,800 professionals from across the gas processing and pipeline sector. From pipeline operators to process engineers, one message echoed through every session: health, safety, and environmental (HSE) excellence is the foundation of reliability, trust, and long-term performance.

This year’s event emphasized a new era in midstream safety management—one in which data, technology, and culture all work together to prevent incidents before they happen.

Data-Driven Safety and Reliability 

Operators are increasingly using API 754 process safety indicators to proactively track performance and guide operational decisions. By tracking near-misses and equipment reliability data, operators can identify risks early, plan the associated maintenance, and reduce unexpected downtime.

Predictive maintenance and condition-based monitoring are changing how companies manage asset integrity. These tools enable teams to detect early warning signs and take corrective action in advance, saving both costs and lives.

Collaboration across engineering, operations, and HSE teams is critical to success. This approach aligns safety and reliability objectives across an organization and helps eliminate operational silos.

Regulatory Collaboration and PHMSA Engagement 

Regulatory engagement and collaboration were a primary focus of the convention and aimed at enacting changes which will endure beyond the Trump administration. Representatives from the Pipeline and Hazardous Materials Safety Administration (PHMSA) emphasized reducing variability linked to geography or experience, as well as the growing importance of proactive safety management in preventing incidents and improving safety performance.

New rulemaking efforts are underway to better reflect current industry best practices and improve transparency and fairness. Changes to the Civil Penalty Worksheet enforcement and due-process framework signal an intentional improvement in information sharing and collaboration.

Environmental Excellence: From Compliance to Continuous Improvement 

Discussions at the convention highlighted the shift from periodic compliance to continuous improvement. What were once trial or short-term programs are now becoming standard practice as companies adopt these core programs:

• Leak Detection and Repair (LDAR)
• Continuous emissions monitoring
• Greenhouse gas (GHG) measurement and tracking

The GPA Midstream GHG Measurement & Abatement Committee, for instance, continues to explore best practices for emissions measurement in anticipation of establishing common frameworks for methane intensity measurement and reporting.

This forward-thinking strategy reinforces consistency across the industry and underscores that environmental responsibility is an integral part of operational success.

Modernizing Aging Infrastructure 

Aging infrastructure continues to be one of the industry’s most pressing challenges. With pipelines and facility assets that have been in service for decades, operators are applying risk-based inspection (RBI) programs to balance asset integrity, regulatory compliance, and cost efficiency.

People Power: Sustaining a Strong Safety Culture 

Despite increasing reliance on data and automation, people are still the key to HSE performance. The midstream sector faces an aging workforce, and valuable experience is being lost as people retire. To combat this, companies are taking proactive steps to reduce the loss of institutional expertise and develop a new generation of leaders. Examples include:

• Developing mentorship programs that enable experienced workers to teach others
• Leveraging digital and simulation-based safety training
• Encouraging open communication and visible (and engaged) leadership to foster trust

Creating a strong safety culture means giving everyone the power to engage and speak up, to share what they learn, and keep improving.

The Bottom Line: Safety as a Strategic Advantage 

The 2025 GPA Midstream Convention made it clear: HSE excellence isn’t just about compliance; it’s about continuous improvement that creates a competitive advantage.

Companies that invest in their people, technology, and continue to encourage collaboration between HSE, engineering, and operations will set the standard in an era of higher expectations for safety, sustainability, and transparency.

Reach out to our experts to learn how we can help you stay ahead of evolving industry standards. 

Niko Kotsaftis, Energy & Sustainability Program Manager at MilliporeSigma, the U.S. and Canada life science business of Merck KGaA, Darmstadt, Germany, was recognized with the “Future Leader Award” during the World Sustainability Awards 2025, recognizing his exceptional contributions to operational sustainability.

As the driving force behind the company’s €125 million EDISON water and energy efficiency program, Kotsaftis has demonstrated remarkable leadership in further embedding sustainability across the company’s global life science operations. Under his guidance, the program has achieved extraordinary results, completing 164 projects that collectively avoid 23,000 metric tons of CO₂ equivalents emissions, save 153,000 MWh of energy, and reduce water consumption by 400,000 cubic meters.

The World Sustainability Awards judges specifically commended Kotsaftis for his “impressive impact and ability to influence stakeholders”. His work directly supports the company’s Scope 1 & 2 emissions goal, which targets a 50% reduction in Scope 1 and 2 by 2030 compared to the 2020 baseline. As of 2024, the life science business has achieved a 43% reduction in Scope 1 & 2 compared to 2020, despite 19% business growth.

“Making an impact in sustainability isn’t only about managing projects,” said Kotsaftis. “It’s also about building relationships, fostering collaboration, and creating a culture of continuous improvement to drive lasting change. I’m grateful to the judging committee for this recognition.”

The EDISON initiative represents one of four key levers in Merck KGaA, Darmstadt, Germany’s comprehensive approach to emissions reduction, focusing on high-impact energy and water conservation projects across manufacturing sites worldwide. Kotsaftis’s leadership exemplifies how individual champions can drive meaningful change in corporate sustainability efforts.

To see other World Sustainability Award winners, view their press release here. For more information on MilliporeSigma’s sustainability strategy and programs, visit SigmaAldrich.com/sustainability