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On the 5th to the 6th of June, over 250 delegates gathered at the Assembly Rooms in Edinburgh, Scotland to discuss water stewardship at the 2024 Alliance for Water Stewardship (AWS) Forum.

Among the attendees were 17 members of the Inogen Alliance Water Working Group, who gathered to discuss the pressing issue of water stewardship under the theme “Convergence.” Inogen Alliance currently hosts a over 30 AWS Accredited consultants, from a total of 16 countries and speaking more than 10 languages. For the second year, Inogen Alliance was an official sponsor of the event with Associates Anew Global Consulting, Antea Group USA, Antea Brasil, Baden Consulting, Chola Risk MS, HPC Envirotec France, HPC Italy, Peter J. Ramsay & Associates and Tonkin + Taylor.

Below are some of their key takeaways from this year’s forum.

Version 3.0 of AWS Standard

The forum kicked off with the announcement that version 3.0 of the AWS Standard is slated for release later this year. This new version aims to streamline and simplify the standard. One of the key points frequently discussed was the urgent need for the AWS Standard to interconnect or overlap with other disclosure frameworks, both voluntary (CDP, TNFD) and mandatory (CSRD), or risk being overlooked by businesses.

CSRD was a particularly hot topic, given that it introduced mandatory water disclosure through the European Sustainability Reporting Standards (ESRS) as of January 1st, 2024. This development makes it increasingly difficult for businesses to ignore water security issues. Since businesses must disclose through CSRD, aligning the AWS Standard with it is crucial. Without such alignment, companies might bypass the AWS Standard to meet CSRD requirements.

Alignment with voluntary disclosure frameworks is equally important for fostering better water stewardship. For instance, CDP drives water action across supply chains, promotes stewardship at the source, and encourages collective action between suppliers and buyers. This creates opportunities for businesses to proactively address water risk problems. A 2021 CDP report highlighted that “the cost of water risks to business could be over five times greater than the cost of taking action now to address those risks,” underscoring the economic benefits of proactive water stewardship.

In summary, if the AWS Standard doesn’t offer alignment, many businesses may prefer using required disclosure frameworks or voluntary ones that offer long-term cost savings and risk mitigation. This makes the integration of the AWS Standard with these frameworks essential for its widespread adoption and effectiveness in promoting global water stewardship.

Connecting with Wider Communities

As mentioned, the central theme of the forum was convergence, with a strong emphasis on bringing more sectors outside of traditional water stewardship into the conversation. Engaging local policymakers, communities, and other authorities can significantly raise the visibility of water issues and climate change. Often, governments are absent from these discussions, but their involvement can enhance the visibility and impact of the water stewardship community. Additionally, promoting collective action and fostering more water stewardship champions is crucial to expanding the community’s reach.

The goal is clear: responsible water stewardship must become a non-negotiable norm, as it is fundamentally linked to climate resilience. The water stewardship community must embrace the complexity of climate change and use it to understand interconnected challenges. Water can be both a solution and a medium for resilience. Technology, partnerships, and the convergence of diverse stakeholders are key to navigating this complexity and fostering resilience through innovative stewardship methods. By embracing these strategies, the water stewardship community can drive meaningful change and build a sustainable future

Collective Action and Community Convergence

The concept of collective action was also a recurring theme, stressing the importance of coordinated efforts in the same locations at the same time. By collecting and sharing data from these efforts, companies can direct their actions to complement and reinforce each other, thereby maximizing impact.

One example case of collective action discussed was the Charco Bendito project in Mexico. This is a highly water-stressed area that saw a successful reforestation program. This program successfully brought together diverse stakeholders from corporations and the local community. By working together, reforestation was possible, although their next goal is to scale up. The ambition for phase two is to develop a flexible model for nature-based solutions, engage policy makers, global corporations, and local communities to reforest even more extensively with proper financial planning in place.

Beatrice Bizzaro, Water Working Group Lead of Inogen Alliance, facilitated a session dedicated to learnings and best practices from AWS Standard implementing Sites.

“This was a very special session as Sites were able to share their hands-on experiences from water stewardship implementation journeys. Deploying a corporate commitment and making it become a local reality through specific actionable and tangible objectives is no easy task: you must set the context, prepare the minds, and make people understand that what they are doing really is in light of a more sustainable and secure future. However, the role of collective action and community convergence is fundamental for scaling up not only actions, but also best practices to create even greater success stories within a watershed context,” Beatrice Bizzaro.

The Impact Accelerator

The AWS Impact Accelerator was highlighted as the simplest way to scale the AWS standard. This initiative accelerates impact through a collective, place-based approach, involving companies in scoping locations, securing buy-in, and developing budgets. The ambition is to establish annually repeating impact accelerators in the same locations, fostering long-term water stewardship commitments. Check out more on this initiative in our on-demand webinar here.

Future Directions

In summary, the Forum was a convergence of ideas, strategies, and commitments to advance water stewardship globally. The path forward involves more alignment with existing reporting methods, collaboration with local policy makers and communities, and connecting the water stewardship community to broader audiences. With the upcoming release of AWS Standard 3.0 and a reinforced focus on collective action, the water stewardship community looks to continue tackling water-related challenges and promoting sustainable water management practices worldwide.

Interested in learning more about Water Stewardship services? Check out more here!

Inogen Alliance is a global network made up of dozens 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 here and follow us on LinkedIn.

By Sian Welch

When the calendar flips to June 1, many of us notice a change on our social media platforms; corporate logos swap from traditional branding to that sporting technicolor rainbows. This signals the observance of Pride Month, a celebration of the LGBTQ+ community and a month of recognition that dates back to the 1969 Stonewall uprising, where actions of queer resistance and liberation took root as an enduring, ever-vigilant call to drive change.

And now, fast-forward to where we are today on July 1, those bold logos are all but gone—and often with them the celebratory spirit of inclusivity, sanctuary and allyship. This has come to be known as “rainbow washing,” where entities display LGBTQ+ insignia and symbolism during Pride Month, but don’t actively pursue policies or support people who identify as LGBTQ+. Many of these organizations don’t know where to start—and the fact that action pays dividends.

Global studies show that employees in diverse and inclusive workplaces are more likely to enjoy their jobs, work harder, innovate more and ultimately stay with their employers longer. Diverse organizations have also been found to be nearly a third more productive and 21% more profitable than their peers–there is hope yet for organizations to act, implementing an inclusive culture, and putting some meat behind those rainbow logos.

At IWBI, we’ve developed research-backed tools to help organizations create places where people can thrive—where everyone feels welcome, seen and heard. The WELL Equity Rating is a roadmap that empowers organizations to take action and drive accountability toward their diversity, equity, inclusion and accessibility goals. The rating helps organizations prioritize and implement equitable policies, programs and design interventions for the most marginalized people, including the LGBTQ+ community, allowing companies to proactively put measures in place that drive change—internally and externally.

Features of the rating are designed to be flexible because we know things are never one-size-fits-all. If you design with everyone in mind, we all benefit.

As the symbols of Pride month fade away in favor of the next big celebration, it’s the progress we’ve made that matters most. Because while we celebrate Pride for one month, the inclusion we strive for requires permanent change, and that requires our attention all 365 days of the year.

View original content here.

Programs will impact students and educators in Argentina, Japan, Nigeria, Spain and the United States

MIDLAND, Mich., July 1, 2024 /3BL/ – Dow (NYSE: DOW) and Teach For All expand collaboration to support Science, Technology, Engineering and Math (STEM) teacher recruitment, professional development and placement. The programming will continue to take place in underserved schools in Bahía Blanca, Argentina; Chiba, Saitama, and Ishikawa, Japan; Lagos, Nigeria; Tarragona, Spain; and, new this year, Plaquemine, United States.

“Since joining forces with Teach For All, we have made an incredible impact together,” said Bob Plishka, global director of Strategic Corporate Partnerships and Dow Company Foundation president. “Through our funding, Teach For All was able to reach more than 10,000 students, and this year, we are excited to expand our work to include educators and students in Louisiana.”

By collaborating with organizations like Teach For All, Dow aims to ensure equitable access to STEM education, help develop and support educators and improve students’ readiness.

Teach For All is a growing network of independent partner organizations and a global organization working to develop collective leadership to improve the quality of education for all children and break down the barriers standing in the way of their ability to learn and thrive. It has grown to include 62 network partners across six continents, with 13,000+ current teachers and 100,000+ alumni. Since 2022, Dow’s support for Teach For All has enabled the following outcomes:

62 STEM educators recruited and trained as part of the programsUp to 30% improvement in student performance in the countries where the programs were implemented

“Since 2022, we have proudly partnered with Dow, collaborating on significant support for young people in our shared communities. We’re delighted that with each renewal of the partnership, we’ve expanded the reach of our work together, this time extending that support to the United States. We’re so grateful to Dow and their colleagues for their continued support in helping ensure all children can fulfill their potential,” said Wendy Kopp, CEO and Co-Founder of Teach For All.

About Teach For All 
Teach For All is a global network of 62 independent, locally led organizations and a global organization united by a commitment to developing collective leadership to ensure all children can fulfill their potential. Each network partner recruits and develops promising leaders to teach in their nations’ under-resourced schools and communities and, with this foundation, to work with others, inside and outside of education, towards a world where all children have the education, support, and opportunity to shape a better future. Teach For All’s global organization works to increase the network’s impact by supporting the development of new organizations; fostering network connectivity and learning; providing coaching and consulting; and enabling access to global resources for the benefit of the network.

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 31 countries and employ approximately 35,900 people. Dow delivered sales of approximately $45 billion in 2023. 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:

Jess MacDonald 
jmacdonald1@dow.com

Henry Anumudu 
henry.anumudu@teachforall.org

For the 11th year, Points of Light has named Comcast NBCUniversal to The Civic 50, which recognizes the 50 most community-minded companies in the United States. Comcast NBCUniversal is one of only a small number of companies that have consistently achieved such high marks in the program’s 12-year history.

“The way we invest in and support our communities is such an important part of who we are at Comcast NBCUniversal,” said Dalila Wilson-Scott, EVP and Chief Diversity Officer, Comcast Corporation and President, Comcast NBCUniversal Foundation. “It’s an honor to be named to The Civic 50, and to work with partners and teammates who are doing such great work to help make our communities stronger and our future brighter.”

Comcast NBCUniversal’s longstanding commitment to driving positive social impact includes Project UP, our $1 billion digital equity and economic mobility initiative that’s opening doors for the next generation of innovators, entrepreneurs, storytellers, and creators. During another impactful year of collaboration and community investment, we worked to build a future of unlimited possibilities by helping more people gain the connectivity, skills and resources needed to thrive in our digital world.

In 2023, we partnered with the National Skills Coalition to help local and state leaders bridge existing workforce development programs with federal Broadband Equity, Access, and Deployment Program and Digital Equity Act funding – highlighting the role digital skills and workforce development programs play in closing the digital divide. We grew our network of Digital Navigators – trusted individuals trained to help people build digital skills, get a device, and leverage other resources. We also expanded our support of college- and career-readiness programs, in 2023 granting more than $25 million to community organizations that provide skill building, job training and other career development offerings to ensure children and adults have the resources and support needed to build a stronger, more equitable workforce.

Comcast NBCUniversal’s commitment to community also includes our year-round employee volunteer and engagement programs. In 2023, over 16,000 employees engaged in volunteer efforts and board service dedicating nearly 130,000 volunteer hours. In addition, through our matching gift program, employees raised approximately $6 million in donations supporting community organizations nationwide.

The Civic 50 is an initiative of Points of Light, the world’s largest organization dedicated to volunteer service. Determined by an annual survey, the list serves as a benchmarking tool and platform for sharing best practices in the corporate citizenship sector.

Like the conductor of an orchestra, Ron Erdmann leads a closely coordinated team of professionals. But instead of music, Ron is conducting American’s Boeing 777 operation on a recent afternoon.

Ron, a 35-year veteran of the airline, is an operations coordinator based at American’s Integrated Operations Center (IOC) in Fort Worth, Texas. Before him is a three-dimensional puzzle that’s playing out across five continents: the 67 777s in American’s fleet and the backbone of the airline’s long-haul operation.

At his side are the three other members of his unit: senior aircraft router Matt Hair, who looks after the aircraft themselves; crew coordinator Tiffany Gray-Coleman, who ensures the aircraft have crews available for their flights; and system customer service manager Robert Thornhill, who looks after customers.

Think of these units as teams of problem solvers who are committed to getting customers, team members and aircraft on their way when they’re thrown operational curveballs — and looking ahead to prevent issues from getting worse — or appearing altogether.

“An ounce of prevention goes a long way for our operation,” Ron said.

Saving the day for our customers

IOC units like the 777 unit — one of 11 in the building — are known to devise creative solutions when needed to save the day for American’s customers.

Take the time that a group of 54 customers traveling from Sao Paulo, Brazil (GRU), to Orlando, Florida (MCO), were going to misconnect at American’s Miami (MIA) hub. In the unit, the system customer service manager worked closely with the ops coordinator to develop a solution that allowed American to fly the large group to MCO on the same day. The solution? Creating an additional flight that’s known as an extra section.

The maintenance router found an available aircraft at MIA that could accommodate the group, while the crew coordinator found a crew that could staff the flight. The plan worked, and other customers were even able to take advantage of this extra section. Had it not worked, the group would have had to remain in MIA overnight and would have likely been separated as they made their way to MCO.

Recently, the Boeing 787 unit worked together to race a line of weather that was about to impact American’s Chicago (ORD) hub and a critical ORD-London Heathrow (LHR) flight that was scheduled to arrive close to the airport’s curfew time. The unit coordinated a 15-minute early departure that allowed the aircraft to beat the weather and avoid a lengthy delay of at least 8 hours. To make this plan work, the crew coordinator worked to ensure the crew knew of the earlier time and the system customer service manager worked to ensure that there were no tight inbound connections that could be jeopardized by the earlier departure time.

A day in the life

That afternoon, the 777 unit with Ron, Robert, Matt and Tiffany looked after American’s customers — and operation — in a number of ways:

The team proactively looked at opportunities to swap aircraft — switching one aircraft’s flight assignment for another — to help keep the operation on track. For instance, Matt and Ron proactively looked at the estimated arrival times for different 777 aircraft at London Heathrow (LHR) the following morning and made these swaps to maximize the time between flights, which helps ensure on-time departures.A medical diversion saw the unit do two things: work to ensure a customer requiring medical attention was getting the necessary care on the ground and devising a plan for the flight to continue to its destination, which it did after the quick diversion.

Throughout the shift, Ron was looking at the big picture, while Robert was looking out for the customers, Matt was ensuring that aircraft were being sent on the correct flights and Tiffany was looking out for crew issues, ensuring flights were staffed with crew who could operate them.

The unit makes decisions with American’s customers in mind and collectively looks after customers across more than 6,000 flights and 1,500 aircraft a day. Safely solving for the customer — and American’s system — is the main goal. Whether it’s devising an operational plan when a customer has a medical emergency or helping to restart the operation after severe weather impacts a hub, the IOC unit is there to help solve any problems that may arise, day and night.

CINCINNATI, July 1, 2024 /3BL/ – In pursuit of its goal to be the one bank people most value and trust, Fifth Third surpassed its commitments to the communities it serves and to the environment last year, according to its recently-published 2023 Sustainability Report.

In 2023, Fifth Third outperformed its commitment to accelerating equity and inclusion, supporting communities with a history of disinvestment, and financing affordable housing. Fifth Third also made considerable progress toward its priorities in environmental and social finance and supplier diversity.

“Our sustainability priorities are guided by our intention to provide leadership across a range of critical, interconnected issues,” said Executive Vice President and Chief Corporate Responsibility Officer Kala Gibson. “At our core, we are a relational company, which means our success begins and ends with personal connection—how we interact with our shareholders, our customers, our communities and each other. We’re applying our head, heart and hustle to make an impact and drive positive change across our footprint.”

Fifth Third’s 2023 Sustainability Report provides an update on the company’s progress against its five corporate responsibility and sustainability priorities: strengthening our communities, promoting inclusion, delivering on the Bank’s commitment to employees, keeping the customer at the center, and addressing climate change.

“Our approach to corporate sustainability is rooted in our purpose: to improve the lives of our customers and the well-being of communities,” said Chief Sustainability Officer Pratik Raval. “We believe in the philosophy of doing well by doing good and focusing on generating long-term sustainable value for our stakeholders, including shareholders, customers, employees, communities and regulators.”

Highlights of Fifth Third’s actions include:

Surpassed its $2.8 billion commitment to the Accelerating Racial Equity, Equality and Inclusion (AREEI) initiative, which provides underserved communities with funding for strategic investments, access to capital, economic inclusion, and financial education.Delivered $199.1 million through its Neighborhood Investment Program, surpassing the original $180 million financial commitment in the second year of the three-year program. Fifth Third is extending technical assistance for the program to a fourth year to ensure the work done in the nine historically disinvested neighborhoods is sustainable. Fifth Third’s innovative approach focuses on place-based collaboration, with local community organizations driving the work, and collaborating with Fifth Third as a partner and catalyst to execute the community’s vision.Funded a total of $734 million in Community Development Banking loans or investments, achieving 160% of the program’s commitment. This created 3,684 units of affordable housing last year, many that provided homes to low- and moderate-income individuals and families and allowed senior citizens to age in place.Increased Tier 1 and Tier 2 spend with diverse suppliers to $189.2 million last year. Fifth Third’s spending with Tier 1 diverse suppliers has grown by more than 1,500% since 2014, and its program was named “Best of the Decade” by Minority and Multicultural Business News.Achieved 37.6% toward its target of $100 billion in environmental and social finance by 2030. This included $1.3 billion in lending and capital-raising for renewable energy projects in 2023 alone. Fifth Third also continued to make progress towards its operational sustainability priorities, including 100% renewable power purchase and offsetting all GHG emissions from its operations.Invested time and resources to support communities. In 2023, Fifth Third employees spent 110,697 hours volunteering in their communities, and the Bank’s philanthropic giving totaled $35.3 million.

Fifth Third’s corporate responsibility and sustainability efforts were recognized by several leading national organizations in 2023, including: Ethisphere’s World’s Most Ethical Companies; JUST 100: America’s Most Just Companies; Newsweek’s America’s Most Responsible Companies; Forbes’ Best Employers for Diversity; and a 100% rating on the Corporate Equality Index.

As part of the bank’s commitment to provide transparency and data aligned to industry standards for all its stakeholders, Fifth Third has published its sustainability data in conjunction with the 2023 Sustainability Report, including the GRI Index, the SASB Index and the Stakeholder Capitalism Metrics index. The data is publicly available on Fifth Third’s Investor Relations website.

About Fifth Third

Fifth Third is a bank that’s as long on innovation as it is on history. Since 1858, we’ve been helping individuals, families, businesses and communities grow through smart financial services that improve lives. Our list of firsts is extensive, and it’s one that continues to expand as we explore the intersection of tech-driven innovation, dedicated people and focused community impact. Fifth Third is one of the few U.S.-based banks to have been named among Ethisphere’s World’s Most Ethical Companies® for several years. With a commitment to taking care of our customers, employees, communities and shareholders, our goal is not only to be the nation’s highest performing regional bank, but to be the bank people most value and trust.

Fifth Third Bank, National Association is a federally chartered institution. Fifth Third Bancorp is the indirect parent company of Fifth Third Bank and its common stock is traded on the NASDAQ® Global Select Market under the symbol “FITB.” Investor information and press releases can be viewed at www.53.com. Deposit and credit products provided by Fifth Third Bank, National Association. Member FDIC.

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LEEDS, England, July 1, 2024 /3BL/ – Antea Group UK, a leading environment, health, safety, and sustainability (EHS&S) consulting firm, today announced the appointment of Alex Ferguson as Chief Executive Officer. Mr. Ferguson will lead the company’s growth strategy and operations in the United Kingdom.

“We are thrilled to welcome Alex to Antea Group UK,” said Keith Knoke, Interim Chief Operating Officer at Antea Group UK. “His proven track record of success in leading environmental and sustainability consulting businesses, combined with his deep understanding of the UK market, makes him the ideal candidate to lead our team forward.”

Mr. Ferguson is a highly respected environmental and sustainability consultant with extensive experience running UK-based consultancy businesses as part of an international network. Having spent over two decades at Delta-Simons, he has worked closely with investors, developers, and construction professionals on a wide range of geo-environmental, ecological, and environmental planning projects. More recently, his focus has shifted to ESG and biodiversity, where he helps clients develop and deliver on their sustainability commitments.

“I am excited to join Antea Group UK at this pivotal time in the company’s start-up and growth,” said Mr. Ferguson. “The demand for EHS&S expertise is rapidly increasing, and I am confident that Antea Group UK is well-positioned to capitalise on this opportunity. I look forward to working with the talented team, many of whom I have decades of personal experience with, at Antea Group UK to deliver exceptional service to our clients and make a positive impact on the environment.”

About Antea Group UK

Antea Group UK is a leading environment, health, safety, and sustainability consulting firm. The company provides a comprehensive range of services to help clients manage their environmental risks, improve their operational efficiency, and achieve their sustainability goals. Antea Group UK is part of Antea Group, an international engineering and environmental consulting firm with over 3,200 employees in more than 70 locations worldwide. Learn more at www.anteagroup.uk.

Media Contact:

Alison Bryant
alison.bryant@anteagroup.us

Joint solution tests the energy efficiency of smartphones and tablets to meet labeling requirementsSolution allows designers to use the SmartViser viSer software with any Keysight UXM 5G Wireless Test Platform configuration to determine a device’s Energy Efficiency Index

SANTA ROSA, Calif., July 1, 2024 /3BL/ – Keysight Technologies, Inc. (NYSE: KEYS) and SmartViser have teamed up to provide device makers with a solution to test the Energy Efficiency Index (EEI) of smartphones and tablets to meet the European Union’s energy labeling mandate. With this joint solution, the SmartViser viSer test automation software for mobile devices can be used with any configuration of the Keysight UXM 5G Wireless Test Platform.

Under the Delegated Regulation (EU) 2023/1669, all smartphones and tablets sold in the EU after June 20, 2025, must have an EEI label. In order to meet this EU requirement, manufacturers must test these devices using the procedures described in the regulation to determine their battery consumption index. However, device makers need a plug-and-play EEI testing solution that works with their existing test setups.

To meet this need, Keysight and SmartViser have verified the integration of the two platforms to enable UXM 5G Wireless Test Platform users to use the viSer software to run automated test to thoroughly evaluate the battery consumption performance of a device.

The Keysight UXM 5G wireless test solution is a highly-integrated signaling test platform with multiformat stack support, rich processing power, and abundant radio frequency (RF) resources. Supporting 3GPP Release 15 and beyond, the UXM 5G wireless test solution enables engineers to establish a 5G call with a device under test in different 5G New Radio deployment modes. It also supports LTE, eMTC, Wi-Fi®, and C-V2X signaling formats.

Gilles Ricordel, CEO for SmartViser, said: “Since 2021, SmartViser has collaborated closely with EU authorities and policymakers to establish the criteria for EEI verification on smartphones and slate tablets, and SmartViser is proposing the viSer Application fulfilling such testing requirement. The integration of viSer with the Keysight UXM 5G Wireless Test Setup enables us to cater to the cellular ecosystem that uses Keysight for its device testing needs.”

Muthu Kumaran, General Manager for Keysight’s Device Acceptance Solutions, said: “This collaboration with SmartViser allows us to continue adding value to the equipment investments our customers make by providing valuable new features. With a quick upgrade, device makers can begin conducting EEI testing immediately to meet these EU labeling regulations with the equipment they already have on their bench. Not only will this help device makers achieve superior performance that will drive consumer preference for their products, but it will also address key sustainability challenges. As a company, we are pleased to facilitate this testing.”

Resources

E7515B UXM 5G Wireless Test PlatformviSer Test Automation

About Keysight Technologies

At Keysight (NYSE: KEYS), we inspire and empower innovators to bring world-changing technologies to life. As an S&P 500 company, we’re delivering market-leading design, emulation, and test solutions to help engineers develop and deploy faster, with less risk, throughout the entire product life cycle. We’re a global innovation partner enabling customers in communications, industrial automation, aerospace and defense, automotive, semiconductor, and general electronics markets to accelerate innovation to connect and secure the world. Learn more at Keysight Newsroom and www.keysight.com.

We’ve announced that we have been named one of The Washington Post’s 2024 Top Workplaces in the Washington, D.C. area. The company was named to the list as a first-time participant based solely on anonymous, third-party survey data of employees conducted by Energage, LLC. The questions measured several aspects of workplace culture, including how employees feel the culture aligns and connects with their personal goals. This year’s list featured a mix of technology companies, government contractors, and real estate firms.

“People are at the center of everything Maximus does, and our employees are the heart and soul of our company,” said Bruce Caswell, President and CEO, Maximus. “As a company, we succeed because of our dedicated, talented employees, both in the Washington area and beyond. Each day, our core values bring focus to the employee experience. This recognition from The Washington Post reinforces that our approach is working, and we appreciate employees taking the time to share their personal experiences working at Maximus.”

In the past year, Maximus has been lauded with a number of top employer awards, including being named a Top Employer for Diversity and Inclusion Initiatives and earning Handshake’s Early Talent Award 2023 for the company’s efforts recruiting and developing Gen Z talent. Additional workplace culture accolades include being named a Military.com Top Veteran Employer for 2024 and winning a 2024 Disability Matters North America Award for hiring and supporting employees with disabilities.

“For more than a decade, The Washington Post’s Top Workplaces list has served as an essential resource for D.C.-area professionals, equipping them with unparalleled insight into the best local companies to work for, as heard directly from their employees,” said Bronwen Latimer, the editor for Special Initiatives at The Washington Post.

Maximus is focused on being an employer of choice and a place where employees are proud to work. Our employees connect to our mission of enhancing public service and enriching lives by participating in programs that contribute to meaningful change. As a leading regional employer, Maximus offers competitive pay and benefits, has a deep commitment to Diversity, Equity, and Inclusion, including a robust Employee Resource Group program, and invests in the development and advancement of our employees through training, mentorship, and growth opportunities.

The Washington Post hosted an awards ceremony on Thursday, June 20, to recognize the top-ranked companies. For more about The Washington Post’s Top Workplaces and to see the full list of this year’s honorees, visit the Washington Post Top Workplaces 2024.

To learn more about Maximus initiatives for its employees and the communities it serves, visit maximus.com/impact.

Originally published by Franchising.com

Summer Worful was 15 when she landed her first job as a crew member at McDonald’s. Despite being painfully shy, she came out of her shell as she fell in love with her weekend side hustle. Still, when she left her small hometown of Smithfield, Kentucky, for the University of Louisville, Worful knew nothing about franchising and had never envisioned a future that included owning a business. 

Everything changed when Worful took a business course on the fundamentals of the franchise model offered through the University of Louisville’s Yum! Center for Global Franchise Excellence.

Part of the center’s undergraduate franchise management certificate track, the class opened Worful’s eyes to the world of franchising and the depth and breadth of what it offers. This spark of enlightenment was ignited in real-world ways when the 22-year-old senior, a business administration major with a minor in management, joined three fellow students at the 2024 International Franchise Association (IFA) Annual Convention in February. 

Continue reading here.