Tag: 3BL

LONDON, April 9, 2026 /3BL/ – SLR today announced the launch of its enhanced Digital Services following the acquisition of Planetrics and ClimSystems – two of the market’s most advanced climate‑modelling and analytics platforms. The move significantly strengthens SLR’s digital climate-intelligence capabilities and responds to growing demand from investors, businesses and public sector organisations to understand and address climate risk and associated value at risk with greater accuracy.

As momentum behind long‑term climate commitments fluctuates globally, climate‑related risks continue to intensify. Decision‑makers across sectors are increasingly focused on understanding how physical impacts – such as flooding, shifting rainfall patterns, heat, and wildfire – create both risks and opportunities for how business and governments operate. With physical impacts accelerating alongside heightened regulatory expectations, the financial implications are increasingly material across almost every sector. Organisations face growing pressure to base decisions on robust, science-driven climate intelligence. Traditional risk models – built on historical data – are increasingly unable to capture fast-moving transition dynamics and asset level climate shocks, leaving many businesses exposed. As a result, companies across energy, infrastructure, manufacturing, real estate, financial, consumer markets and the public sector are turning to science-based climate modelling for clearer foresight. These analytics – grounded in decades of validated research and high-resolution climate projections – equip organisations to make more confident investment and planning decisions, strengthen risk management, and build long term resilience into their operations and portfolios.

Strengthening SLR’s digital, technical and advisory capabilities

The acquisition of Planetrics and ClimSystems enhances SLR’s strategic advisory, climate and technical expertise, significantly advancing its digital climate analytics and modelling capabilities to create a powerful foundation for the next generation of climate intelligence. These acquisitions build on SLR’s long-standing investment in advanced digital tools and data driven‑intelligence that help organisations to understand, quantify and respond to climate-related risks and opportunities.

Planetrics, acquired from McKinsey & Company, delivers advanced climate scenario modelling through its PlanetView platform, widely trusted by leading banks, insurers, asset owners, managers and corporates. PlanetView converts complex physical and transition risks and opportunities into clear financial metrics – including changes in earnings, asset value shifts and portfolio-level impacts. It also enables organisations to assess how different transition pathways – such as an accelerated energy transition or policy developments could influence operational and financial performance, and impact long-term value. Planetrics data and analytics are used for risk management, stewardship and engagement activities, investment research, opportunity identification, regulatory climate stress testing exercises, such as those conducted by the Bank of England and the European Central Bank, and are commonly featured in climate disclosures, such as TCFD, ISSB, CSRD and CA SB 253 (forthcoming). Planetrics and SLR will continue to collaborate with McKinsey through an ongoing alliance, bringing a world class suite of capabilities to help organisations address critical sustainability challenges while ensuring continuity for clients. SLR is excited to deepen this relationship and to work alongside McKinsey’s board level networks and transformational business leadership.

Building on the strategic partnership established in 2022, and now formalised as a full acquisition, ClimSystems brings 20 years of market-leading physical climate intelligence to SLR, delivering detailed, science-driven modelling that quantifies how climate-related hazards could impact asset values, infrastructure resilience and supply chain exposure. ClimSystems supports a global client base, including market leaders in agriculture, mining, infrastructure and financial services. Its product suite include interactive, tailored dashboards that integrate with business, risk and financial oversight functions – enabling business owners to engage and interact access high-resolution physical hazard risk assessments at an individual asset or portfolio level, crop-specific yield modelling to identify risks, and opportunities of changing climate, residential and commercial real-estate climate risk assessments, and rapid-response due-diligence physical climate risk support.

Together, these technologies set a new standard for accuracy, transparency and usability. By translating complex climate signals into clear, actionable intelligence, SLR enables organisations to make future-proof decisions to price risk more accurately, anticipate regulatory shifts, protect asset value and uncover new opportunities.

Bradley Andrews, Chief Executive Officer at SLR, noted, “Our clients are navigating a new level of complexity – balancing transition opportunities, physical climate impacts, and the transformation required for long-term risk, resilience and reward. In this environment, confidence is only possible with robust scientific evidence. For more than 30 years, SLR has been Making Sustainability Happen by combining deep technical expertise, strategic advisory and cutting‑edge digital intelligence to give clients not only clarity and assurance, but science‑based foresight and insight they can act on.

Today marks a major milestone in SLR’s digital journey. With the integration of Planetrics and ClimSystems, we have two of the most advanced climate platforms enabling organisations to quantify climate risks, explore multiple futures, and understand how physical and transition impacts translate into operational outcomes and financial value-at-risk across assets and portfolios.”

Clients can now make investment, planning and risk decisions with far greater accuracy and confidence – with clear financial insight into climate risks and precise visibility into which assets, crops, facilities or supply‑chain links are exposed, and how that exposure will evolve. To understand what these enhanced capabilities mean for your organisation’s risk, value and long‑term performance, connect with SLR’s Digital Services team: www.slrconsulting.com/digital
 

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For media enquiries, please contact Cecilia Law, Global Head of External Communications, SLR: claw@slrconsulting.com

If you would like more information on SLR’s Digital Services, including a demo, please visit: www.slrconsulting.com/digital

 

Notes to editors:

About SLR

SLR is a leading global environmental and advisory consultancy, with a team of 5,000+ talented professionals operating from a network of offices in Europe, the Americas, Asia-Pacific, the Middle East, and Africa.

Our purpose – Making Sustainability Happen – means delivering outcomes that are grounded in evidence, shaped by experience, and built to last. Our team of scientists, engineers, economists, data modellers, and technicians work across our clients’ full sustainability journeys, from strategy through to on-the-ground project planning, execution and ongoing operations, all supported by robust data and science-based modelling.

Guided by our philosophy of Rational Sustainability, SLR specialises in the energy, mining, finance, industry & technology, government & infrastructure, and built environment sectors. Operating across more than 50+ technical disciplines, we’re helping a growing base of business, regulatory and government clients navigate the ever-shifting context of sustainable business.

Find out more: www.slrconsulting.com 

About Planetrics

Planetrics is a leading climate‑analytics platform that provides financial institutions with advanced scenario modelling to quantify, report and manage climate‑related risks and opportunities. Its PlanetView platform translates physical and transition risks into clear financial metrics across tens of thousands of assets globally, supporting risk management, regulatory reporting, stress testing, target‑setting and climate disclosures for banks, insurers, asset owners and asset manager

Learn more about the acquisition here: www.slrconsulting.com/news/slr-acquires-planetrics

Find out more about Planetrics: www.slrconsulting.com/planetrics

About ClimSystems

ClimSystems is an award-winning climate change consulting and technology firm dedicated to enhancing climate-resilient decision-making and planning. Headquartered in New Zealand and partnered with leading science agencies worldwide, they have more than 20 years of experience delivering climate risk assessments and climate‑intelligence solutions to organisations worldwide. Its multidisciplinary team – spanning climate scientists, data engineers, economists, and sector specialists – supports informed decision‑making for asset owners, corporates, governments, and research institutions across more than 50 countries.

Its innovative Dashboard is a deployable analytics platform designed to help organisations assess and visualise physical climate risk at scale. Built on ClimSystems’ extensive climate data expertise, the dashboard supports large data ingestion, and provides an interactive geospatial mapping interface that enables users to explore asset‑level risk through clickable map layers and customisable filters. The dashboard includes multi‑year time‑series charts, climate‑scenario comparisons, and a structured data‑view panel with CSV export, offering clear, actionable insights across indicators, scenarios and time horizons. Alongside ClimSystems’ suite of climate tools, it integrates the latest IPCC‑aligned climate projections, enabling users to evaluate acute and long‑term climate impacts with scientific rigour and global consistency.

ClimSystems has supported resilience planning for numerous infrastructure and natural resource companies, cities, development banks and government agencies. Leading organisations including the UNFCCC and the World Bank have recognised our rigorous and practical approaches.

Find out more: www.climsystems.com

AEG’s LA Galaxy, in partnership with the U.S. Soccer Foundation and LA Galaxy legend and former U.S. Men’s National Team captain Landon Donovan, unveiled a new community mini pitch on Friday, April 3 at Birney Tech Academy in Pico Rivera, expanding access to soccer for local youth.

Located in the El Rancho Unified School District (ERUSD), the mini pitch is designed to provide a safe, high‑quality space for students to play, learn and connect through sport. To celebrate the opening, Donovan and the LA Galaxy’s President and Chief Operating Officer Tom Braun joined district leaders to emphasize how community-based sports can drive youth development and bring people together.

Following a ribbon‑cutting ceremony that opened with a performance by the El Rancho High School cheerleading squad, the Galaxy activated the mini pitch with a soccer clinic centered on skills and drills for Birney Tech Academy students.

“Landon’s legacy is rooted in inspiring young players,” said Tom Braun, President and Chief Operating Officer, LA Galaxy. “Bringing this mini pitch to Pico Rivera ensures that legacy continues by creating new opportunities for kids to discover the game.”

The community celebration continued later that evening as the Galaxy honored Donovan during a special match at Dignity Health Sports Park, when the team faced Minnesota United FC. The night featured a celebration of Donovan’s historic career and included the distribution of 15,000 bobbleheads to fans in attendance.

Together, the mini pitch and celebration underscore how soccer, and the leaders who have shaped it, can continue to inspire the next generation, on and off the field.

DENVER, April 8, 2026 /3BL/ – For one high-achieving, Denver-area high school student, the Colorado Rockies’ Opening Day wasn’t just a day at the ballpark, but a chance to experience life in the big leagues.

Thanks to Arrow Electronics, a longtime sponsor of the Rockies, high school senior Rishabh Kapoor got to throw out the ceremonial first pitch at the team’s home opener. Kapoor is a member of his high school robotics teams and winner of the Innovation Scholarship Award from Colorado FIRST, a nonprofit organization that helps students gain real-world engineering experience through robotics competitions.

Arrow has provided support to Colorado FIRST for more than a decade, sponsoring competitions and providing mentorship to team members as they design and program their robots. The company tribute to the organization coincided with National Robotics Week, which is designed to showcase the robotics industry and its real-world impact, while inspiring the future workforce.

“Arrow has been amazing at sponsoring teams in Colorado. They understand the passion and dedication that these kids are putting into this program,” said Debbie English, executive director of Colorado FIRST and mentor for Team Highlanders of Fossil Ridge High School in Fort Collins, Colo.

A member of Team Highlanders, Kapoor has a passion for applying technology to solve problems, which drove him to develop a health literacy app that won the 2025 Congressional App Challenge. Team Highlanders advanced to the finals of a Colorado FIRST regional competition in Colorado Springs on March 8. They also captured the Arrow Inspiration Award for advancing respect and appreciation for engineering through their robot’s design and performance.

Colorado FIRST reaches 6,000 local students each year. Students who participate in the organization’s programs are twice as likely to major in science and engineering and 98% improved their problem-solving skills.

About Arrow Electronics

Arrow Electronics (NYSE:ARW) sources and engineers technology solutions for thousands of leading manufacturers and service providers. With 2025 sales of $31 billion, Arrow’s portfolio enables technology across major industries and markets. Learn more at arrow.com.

About Colorado FIRST

Colorado FIRST is a nonprofit organization dedicated to inspiring young minds through hands-on robotics education and mentorship. As the regional partner for FIRST® (For Inspiration and Recognition of Science and Technology), Colorado FIRST runs programs like FIRST Robotics Competition (FRC), FIRST Tech Challenge (FTC), and FIRST LEGO League (FLL), empowering students to develop STEM skills, teamwork, and innovation. By connecting students with industry professionals and fostering a culture of creativity and problem-solving, Colorado FIRST helps shape the next generation of engineers, leaders, and changemakers in Colorado and beyond. | https://coloradofirst.org

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About Arrow Electronics
Arrow Electronics guides innovation forward for thousands of leading technology manufacturers and service providers. With 2023 sales of $33 billion, Arrow develops technology solutions that help improve business and daily life. Learn more at arrow.com.

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The KeyBank Foundation is investing $300,000 in Connected Communities to support small businesses and commercial property owners located in the EMMA and Beechwood neighborhoods through its Small Business Fund.

Supporting small businesses through targeted investment

The Small Business Fund, a new project within Connected Communities’ Economic Empowerment pillar, provides grants to support capital improvements, including façade upgrades, lighting, signage, interior repairs, accessibility enhancements, and safety improvements—immediately enhancing the appearance, functionality, and walkability of the corridors. Grants will range from $2,500 – $10,000. Participating businesses will engage in peer support through Founder’s Tables at the Connect Lab, along with connections to additional funding opportunities and business resources.

This neighborhood corridor approach helps drive improvements that lead to measurable business stability, increased customer activity, and stronger commercial presence for locally owned enterprises.

Building economic momentum in EMMA and Beechwood

“Local small businesses create jobs, energize neighborhoods, and keep commercial corridors active,” said Vince Lecce, KeyBank Rochester Market President. “This investment pairs targeted capital improvements with hands-on guidance so entrepreneurs can strengthen operations, attract more customers, and remain rooted in EMMA and Beechwood. It’s an approach designed to build business stability today and economic momentum for the community tomorrow.”

At the community level, the fund will help reduce vacancies, activate storefronts, and improve safety and visibility along key blocks. By investing directly in existing businesses—and pairing that investment with practical guidance, partner support and warm handoffs—the project builds a self-sustaining network of entrepreneurs who can grow, collaborate, and remain rooted in place. This work helps lay the foundation for long-term economic vitality and positions Connected Communities as the community quarterback guiding equitable commercial revitalization in EMMA and Beechwood.

Connected Communities’ Place-Based Approach

As the Community Quarterback, the organization builds on neighborhood strengths and partners with residents to implement the Comprehensive Neighborhood Plan—advancing cradle-to-career education, mixed-income housing, community wellness, and economic empowerment so families and businesses can thrive.

“This investment from the KeyBank Foundation allows us to strengthen the small businesses that make our neighborhoods vibrant and economically resilient,” said Dr. LaShunda Leslie-Smith, Executive Director of Connected Communities. “This program aims to stabilize and revitalize neighborhood corridors while reinforcing the role of small businesses as anchors of community life. By supporting physical improvements and providing hands-on technical assistance, we are helping local entrepreneurs build businesses that are visible, welcoming, and positioned for long-term success. When our neighborhood storefronts thrive, the entire community benefits—businesses grow stronger, more resources become available to residents, and aesthetic improvements help enhance the value and appeal of surrounding homes.”

“This investment reflects KeyBank’s commitment to locally led, place-based solutions,” said Chiwuike Owunwanne, KeyBank’s Corporate Responsibility Officer in Rochester. “By pairing capital with technical support through trusted community partners, we’re helping small businesses in EMMA and Beechwood strengthen their operations and remain anchors in their neighborhoods for the long term.”

Building Impact Across Rochester

This effort builds on KeyBank’s broader history of community-driven philanthropy, economic mobility initiatives, and inclusive banking investments. Since 2017, KeyBank has invested more than $1.2 billion in Rochester, supporting affordable housing, small business and home lending, and transformational philanthropic initiatives.

• Learn more about how KeyBank helps clients, teammates, and communities thrive by making meaningful investments in the places it’s proud to call home.

 

Grace’s story is a powerful look at life with a tracheostomy (trach) and the strength of a family navigating a diagnosis. Grace’s mom shares what it’s really like raising a child with a trach — from the early days of uncertainty to helping her daughter grow up confident and unapologetically herself. This story goes beyond the medical devices. It’s about identity, resilience, motherhood, and redefining what life with a tracheostomy can look like.

If you’re a parent, caregiver, clinician, or simply want to better understand, this episode offers insight and inspiration.

• What it’s like being a mom to a child with a trach
• Living with a trach as a young person
• Confidence and identity beyond diagnosis
• Patient-centered healthcare innovation

See her story here.

Highlights

• Together, we exceeded the $88B CBP Pledge to uplift low- and moderate-income (LMI) communities.
• Over four years, PNC delivered $119.3 billion in capital, loans, and philanthropic giving to expand homeownership, bolster small businesses and revitalize neighborhoods.
• Building on lessons from the Plan, PNC will focus future investments on advancing housing affordability to address growing national demand.

At the close of 2025, PNC marked the successful completion of its ambitious four-year Community Benefits Plan (CBP) launched January 1, 2022, and concluded December 31. Surpassing our original $88 billion commitment with $119.3 billion in capital investments, loans and philanthropic support, PNC expanded homeownership, small business growth and community revitalization initiatives in low- and moderate-income (LMI) communities nationwide.

“These outcomes reinforce PNC’s strategy to pair scale with intentional impact-directing capital to the neighborhoods that need it most,” said PNC Chairman and CEO Bill Demchak. “We are proud of our impact on the people and businesses in our communities, and I appreciate those of you who made this important work happen.”

Over the plan’s four years, PNC teams collaborated across the bank to widen the path to homeownership, steady small businesses and help to revive long-neglected communities. In neighborhoods from Pittsburgh to Phoenix, PNC delivered a cumulative:

• $119.3 billion in total capital deployed across loans, investments and philanthropic giving, representing nearly 136 percent of commitment.
• $79.7 billion in home lending, impacting more than 70,000 borrowers.
• $19.4 billion in capital to support small business growth in underserved communities.
• $20.1 billion in community financing loans and investments supporting affordable rental housing, commercial revitalization and economic development in LMI communities, including more than $644 million in loans and investments nationwide to Community Development Financial Institutions (CDFIs) to support community lending.
• Nearly $523 million in grants, charitable sponsorships and mortgage assistance supporting education, housing and economic opportunities and financial wellness.
• The fulfillment of $1.5 billion to help meet community needs and advance economic empowerment.
• Completion of 19 new branches and 25 remote ATMs in LMI communities, along with the launch of 10 mobile banking units primarily dedicated to servicing LMI communities.

In the plan’s final year, PNC delivered more than $33.8 billion in capital to catalyze investment in LMI communities including $23 billion in home lending, $5.9 billion in community financing loans and investments, $4.8 billion supporting small-business growth and $140.7 million in grants and charitable giving to strengthen communities across PNC’s footprint.

^{Stacy Juchno, Chief Corporate Responsibility Officer}

“Delivering and surpassing our $88 billion pledge demonstrates our ability to expand access and economic opportunities where they’re needed most,” said Chief Corporate Responsibility Officer Stacy Juchno. “Working together, we’ve shown what’s possible when capital, community partners and focused strategy come together to create opportunity and strengthen neighborhoods, particularly those that have been historically underserved.”

Although the four-year plan concluded in 2025, PNC’s commitment to maximizing impactful outcomes continues. Looking ahead, we intend to draw on insights and lessons from the Community Benefits Plan to deepen investments in housing affordability and neighborhood revitalization to meet growing national demand.

Taco Bell blog

For years, Taco Bell’s iconic hot sauce packets have been part of fans’ biggest and boldest moments, from elevating everyday meals to inspiring fashion statements and even unforgettable marriage proposals. But while these packets deliver big flavor, they’re made from single-use flexible film materials that can be difficult to recycle through traditional curbside systems.

In 2021, Taco Bell and TerraCycle® teamed up to pilot a first-of-its-kind national recycling program for used sauce packets, aiming to help keep hard-to-recycle packets out of landfills. In five years, TerraCycle® and Taco Bell have proudly collected one million sauce packets and single-serve containers through the Taco Bell Sauce Container US Recycling Program to be repurposed or recycled.

“I’m so excited and proud of us reaching the one million mark! It’s such a huge number and such an accomplishment. It’s so impactful to see how much our passion for sustainability is shared by others outside of our team just from seeing the engagement and participation numbers grow every year.” said Grace K., Nutrition and Sustainability Analyst and Taco Bell lead for the US Recycling Program with TerraCycle.

Whether it’s sauce packets, sauce dipping cups, souffle cups and lids, or even coffee creamer pods, this program accepts all brands and types of empty sauce containers, not just Taco Bell’s. It’s open to anyone across the contiguous U.S.

ICYMI: How The Program Works:

Participation is simple, free, and rewarding:

1. Sign up for the program through TerraCycle. Pro tip: use the same email address as your Taco Bell Rewards account to be eligible for bonus Taco Bell Rewards points throughout the year! More details here.
2. Collect your empty sauce packets and other accepted single-serve containers in any box you have on hand.
3. Print a free shipping label by logging in to the TerraCycle portal.
4. Ship your full box to TerraCycle — they’ll rinse, sort, process, and recycle the materials into raw recycled material.

Thank you to our fans and communities for helping collect more than one million items. What a milestone!

Learn about TerraCycle and the program here. Enrollment limits may apply. This program is only available in the U.S.

Authored by Baker Tilly’s Tosca Derrick 

Billions in potential tariff refunds are moving closer to reality, but not all importers will benefit at the same time.

A March 31, 2026, declaration filed with the U.S. Court of International Trade (CIT) lays out how U.S. Customs and Border Protection (CBP) plans to begin processing refunds tied to tariffs imposed under the International Emergency Economic Powers Act (IEEPA). This latest CBP guidance on tariffs provides the clearest signal yet on what will be recoverable now, what will take longer and where companies may face limitations.

At the center of the effort is a new system capability within the Automated Commercial Environment (ACE), known as the Consolidated Administration and Processing of Entries, or CAPE. This system is being built to handle refund claims at scale, introducing new processes that will directly affect how and when importers can recover duties.

For companies navigating IEEPA exposure, the message is clear. Opportunity is emerging, but it will require a targeted, well-timed approach.

A system under construction with real financial impact

The declaration confirms that CBP is building CAPE as a multi-component solution designed to handle the scale and complexity of IEEPA-related refunds. These components include a claim portal, mass processing engine, review and reliquidation functionality and a refund module.

Progress is advancing, but the system is not fully there yet. The claim portal is nearing completion at about 85%, while mass processing is still developing at around 60%. The review and liquidation component is further along at roughly 80%, with refund functionality close behind at about 75%.

That uneven progress is important. It signals that while the infrastructure is coming together, not every refund scenario will be supported at launch. Instead of a single, fully functional release, importers should expect a phased rollout that expands over time.

Phase one: limited scope, immediate opportunity

CBP’s initial rollout of CAPE will focus on a narrower set of entries. In phase one, the system will handle unliquidated entries as well as those still within the 90-day voluntary reliquidation window.

Together, those categories represent roughly 63% of entries impacted by IEEPA duties, meaning most refund opportunities will be accessible early, but not all.

However, the system will not initially process entries where liquidation is final. Those cases are deferred to future phases, creating a gap that many importers will need to actively manage through other legal or administrative avenues.

From a strategic perspective, this creates a clear prioritization framework. Companies should focus first on entries still within actionable timelines, where recovery is most immediately achievable.

Importantly, refunds will not be issued automatically. Importers will need to take action through CAPE to initiate and support claims.

Refund mechanics are changing: digital is now mandatory

As part of evolving CBP guidance on tariffs, one of the more operationally significant updates is the shift to fully electronic refunds. As of February 2026, CBP requires that all refunds be issued via electronic funds transfer, with limited exceptions.

The scale of readiness is notable. More than 26,000 importers of record have already enrolled, representing approximately 78% of impacted entries and more than $120 billion in associated duty value.

For companies that have not yet completed enrollment, this is a critical dependency. Without proper setup, even approved claims may face delays in disbursement.

What CAPE will and will not handle in early stages

Phase one introduces some important nuances in how entries will be handled. In certain cases, IEEPA duties will be removed and recalculated, but refunds will not be issued right away. Instead, those entries will move through the normal liquidation process, with refunds issued at that point.

Other categories bring additional complexity. Entries tied to antidumping or countervailing duties may remain suspended until the Department of Commerce provides liquidation instructions. Warehouse entries will also continue to follow standard timelines, meaning refunds will not be immediate even after adjustments are made.

At the same time, some entries are excluded from phase one altogether. These include reconciliation entries, drawback claims, entries under active protest and certain AD/CVD cases that are already pending liquidation instructions.

Taken together, these limitations make it clear that CAPE is not yet a universal solution. Importers with more complex entry profiles will need to take a more tailored approach to recovery.

Timing expectations and compliance considerations

CBP has indicated that processing of accepted claims may take up to 45 days, particularly where additional validation or compliance review is required. This reflects a broader reality. Both system rollout and refund execution are expected to follow staged timelines rather than immediate payouts.

That distinction matters. While CAPE is being built to facilitate refunds, it is also designed with stronger validation and review controls. Enforcement remains a priority alongside recovery.

In practice, that means claims need to be accurate, complete and well supported from the start. Data integrity within ACE filings will be closely reviewed, and even small inconsistencies can slow processing or delay payment.

Looking ahead: expanded capabilities, increased complexity

Future phases of CAPE are expected to expand beyond the initial scope and address more complex scenarios. These include entries with final liquidation, reconciliation and drawback claims, complex interest calculations and enhanced compliance and financial controls.

As these capabilities are introduced, access to refunds will broaden. At the same time, the technical and regulatory complexity of the process will increase, requiring more sophisticated coordination across trade, finance and compliance functions.

What this means for importers now

The declaration underscores a critical point. Refund recovery tied to IEEPA tariffs is no longer theoretical. It is operational, but not yet comprehensive.

Organizations should act now, focusing on a few key priorities:

• Identify eligible entries within the current processing scope.
• Validate ACE data and entry classifications.
• Complete electronic refund enrollment requirements.
• Develop a phased recovery strategy aligned to CAPE rollout.

At the same time, timing considerations remain critical. Not all entries will be addressed in the initial phase of CAPE, and certain refund opportunities may depend on actions taken outside of the system.

Importers should evaluate whether filing protests is necessary to preserve potential refund claims, particularly for entries approaching liquidation deadlines or those that may fall outside the initial scope of CAPE processing. Acting sooner rather than later can help preserve flexibility and avoid unintended loss of recovery opportunities as CBP guidance continues to evolve.

A strategic moment for trade leaders

The development of CAPE reflects a broader shift in how trade enforcement and revenue recovery are administered. It combines automation, large-scale data processing and evolving legal requirements into a single operational framework.

For importers, success will depend on more than awareness. It will require coordination across trade compliance, finance and legal teams, along with a clear understanding of where opportunities exist today and where they will emerge next.

As CBP guidance on tariffs continues to evolve alongside CAPE development, organizations that act early and prepare thoroughly will be best positioned to recover value efficiently and avoid unnecessary delays. Baker Tilly continues to monitor these developments and works with clients to translate evolving requirements into practical, actionable strategies.

Ready to evaluate your refund opportunity?

As the refund process moves from legal ruling to administrative execution, the challenge for importers is no longer just eligibility. It is execution. IEEPA tariff refunds will depend on complete and accurate data, defensible methodologies and the ability to navigate evolving CBP requirements. In practice, that means organizing years of entry data, validating duty payments and aligning documentation with how claims will be reviewed. Even where refunds are clearly owed, outcomes will be shaped by how well claims are prepared and submitted.

Baker Tilly’s tariff refund and recovery services are designed to help organizations move from eligibility to execution. This includes assessing refund exposure, identifying eligible entries and building claim packages that can stand up to CBP review.

That work often cuts across multiple functions. Entry-level data needs to be compiled and validated across systems; refund calculations must be consistent, supportable and documentation has to align with how CBP evaluates claims. At the same time, organizations must manage filings and timelines while also considering downstream tax and financial reporting impacts.

This level of coordination reflects a broader reality. Legal entitlement alone does not guarantee recovery. Execution, documentation and timing ultimately determine outcomes.

As CAPE continues to evolve and refund pathways expand, organizations that act early and prepare thoroughly will be better positioned to recover value efficiently and avoid unnecessary delays.

Connect with a Baker Tilly specialist to evaluate your tariff refund opportunity 

Originally published on PSEG ENERGIZE!

The New Jersey Chamber of Commerce (NJCC) advocates for businesses of all sizes, lobbying for the economic growth and job creation policies that enable Garden State ventures to flourish. One key segment supported by the NJCC is small businesses—the backbone of the American economy.

As a nonprofit organization, NJCC understands the challenging environment small businesses face, where every dollar counts and resources must be stretched as far as they can go. This need to extend resources led NJCC to participate in our Direct Install Program, one of the many offerings within our broader business energy efficiency portfolio.

Preserving a historic landmark while modernizing its systems

NJCC’s headquarters is no ordinary office: it’s a former residence built in 1875 and listed as a national historic site. But with this legacy comes complexity: multiple heating types (baseboard, radiant, ventilated), a mix of fluorescent and residential‑style fixtures, old and drafty windows and doors and a single heating zone that often made temperatures swing dramatically from one floor to another.

These constraints once made the notion of upgrading feel risky, as if any change might disrupt the building’s character or operations. Yet upgrades made through our energy efficiency program have proved the opposite – showing that careful, targeted improvements can respect history while solving modern comfort, safety and cost challenges.

When the opportunity arose to participate in our Direct Install Program, NJCC leadership saw it as a no‑brainer.

It seemed incomprehensible not to participate. Not only do you get an upfront financial benefit from not having to outlay hundreds of thousands of dollars in advance, but you deal with experts who know exactly how to make your unique space energy efficient.”

-Christine Lee, NJCC Facilities Manager

In addition, NJCC leadership liked the fact that every kilowatt saved could “give back” grid capacity, making the decision feel not just smart, but almost like a civic duty.

What changed: Boilers, lighting and peace of mind

The work began in the 8,400-square-foot building’s basement, where three aging boilers had reached the end of their useful life and were draining NJCC’s budget. Constant repairs, hard‑to‑find parts and inefficient appliances meant every winter brought about financial anxiety and discomfort from working in drafty, cold rooms.

NJCC’s old, outdated boilers were replaced with three, high efficiency boilers.

Following the improvements, NJCC now has three brand‑new, high‑efficiency boilers, which sit where the old ones once struggled. The program also included installation of a hot‑water pump and controls, and replacement of every lightbulb in the building with modern, low‑wattage bulbs that draw roughly a quarter of the energy the old bulbs used. Additionally, motion sensors were installed to control lighting in infrequently used spaces.

The practical impact of this work has been immediate: Christine shared that the upgrades immediately improved comfort and reliability throughout the building. While employees and visitors remark on how warm and inviting the space feels, and NJCC no longer has to pay contractors to climb ladders and swap burnt‑out bulbs throughout the property on a regular basis. And all of these upgrades occurred without any interruptions to operations. As noted by Christine, “They replaced each boiler without having to shut us down, which was remarkable.”

The total project cost was approximately $62,000, with PSE&G covering nearly 40% through program incentives. The remaining balance is being paid by NJCC through interest-free on-bill-repayment over five years. Once repayment is complete, the upgrades are expected to deliver more than $17,000 in annual energy savings, including electric and gas savings.

Comfort, savings and a better experience

The most noticeable change since the project started is comfort; staff are now fine‑tuning thermostats instead of begging for heat. That shift – from never quite warm enough to being able to dial back – is a clear signal that the new system is performing efficiently and reliably.

Operationally, NJCC has gained time and money back. Fewer emergency calls and interruptions for maintenance and lower ongoing lighting costs mean staff can stay focused on serving members, rather than troubleshooting facilities issues. Once the investment is paid off, NJCC plans to redirect savings into core priorities, such as lobbying and networking.

A surprisingly easy path – and a call to action

When NJCC began the project, they collaborated with a responsive team of experts who answered questions clearly, guided them through eligibility and documentation, and made the entire process feel straightforward and pleasant. “Interested businesses shouldn’t be intimidated by the process,” says Christine. “All the players made the process easy.”

For NJCC, making this energy efficiency investment was more than a facilities decision. It has become an ongoing commitment to improving operational efficiency and comfort. The organization encourages every eligible business to see energy efficiency as a powerful way to care for our communities, the bottom line, and the shared grid that keeps New Jersey open for business.

We offer a range of energy efficiency programs designed to meet the needs of businesses of all sizes. To learn more about available solutions, visit mybizenergy.pseg.com.

Health and safety regulatory frameworks continue to evolve globally as governments respond to changing workplace risks, workforce mobility, and societal expectations. For multinational organizations, keeping pace with these changes is critical not only for compliance, but also for maintaining consistent safety standards across global operations.

Recent updates from Canada, USA, Europe and Australia highlight several emerging trends: stronger expectations for emergency preparedness, increased focus on workplace violence prevention, greater emphasis on standardized training and competency, and new frameworks for worker participation in occupational health and safety programs.

Below we highlight several key developments and what they mean for companies operating internationally.

 

At a Glance: Global Health & Safety Regulatory Updates (2025–2026)

• Canada: New regulations require Automated External Defibrillators (AEDs) on certain construction projects starting in 2026, reinforcing emergency preparedness as a compliance obligation.
• Canada (Proposed): Updates to MEWP operator training aim to align with national CSA standards, introducing 3-year refresher cycles, stronger recordkeeping, and cross-border training recognition.
• United States (Louisiana): New workplace violence regulations require written prevention plans, annual training, mandatory signage, and engineering controls (e.g., panic buttons) for public-facing workplaces.
• Europe: Expanding requirements for prevention-based safety programs and worker participation, including mandatory safety committees and broader coverage of modern work environments.
• Australia (NSW): Mandatory compliance with AS 1851-2012 will require organizations to implement formal fire system inspection, testing, maintenance, and detailed recordkeeping starting in 2026.
• Global Trend: Regulators are shifting toward structured, auditable safety systems—with increased expectations for emergency preparedness, workplace violence prevention, standardized training, and proactive risk management.
• What This Means: Multinational organizations must move beyond local compliance and implement globally consistent safety frameworks that align with evolving regulatory expectations across regions.

 

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Canada: New AED Requirements for Construction Projects (Ontario)

One of the most notable recent regulatory updates in Canada comes from Ontario, where new requirements for Automated External Defibrillators (AEDs) on construction projects will come into force on January 1, 2026.

Under Ontario Regulation 157/25, constructors must ensure that AEDs are installed and maintained on construction projects meeting specific thresholds.
 

When the requirement applies

The rule applies when:

• 20 or more workers are regularly employed on a project, and
• The project is expected to last three months or longer.

Key compliance requirements

If the regulation applies, constructors must ensure:

• A Health Canada–licensed AED is installed on the project site
• Required companion equipment is available (e.g., CPR mask, gloves, scissors)
• Clear signage identifying the AED location is posted
• The device is maintained and inspected quarterly
• Inspection records are kept on site
• At least one worker trained in CPR and AED operation is present whenever work is underway

What this means for multinational companies

For organizations operating construction or infrastructure projects across jurisdictions, this regulation reinforces a broader global trend: emergency preparedness is becoming a regulated expectation rather than a voluntary safety enhancement.

Companies with projects in Canada should consider:

• Standardizing cardiac emergency response protocols across global construction sites
• Integrating AED readiness into site mobilization and contractor qualification processes
• Ensuring contractor safety programs include CPR/AED training coverage during all working hours

For global firms, adopting a company-wide emergency response standard can simplify compliance as more jurisdictions move toward similar requirements.

 

Canada: Proposed Updates to MEWP Operator Training

Ontario regulators are also proposing updates to training requirements for workers operating Mobile Elevating Work Platforms (MEWPs), such as boom lifts, scissor lifts, and aerial work platforms.

The proposal aims to align training requirements with the CSA B354.8:17 (R2022) national standard for MEWP operator training.

 

Key proposed elements

If implemented, the proposal would introduce:

• Standardized training content aligned with CSA requirements
• Mandatory training before operating MEWPs for the first time
• Refresher training every three years
• Employer verification and recordkeeping requirements
• Worker access to proof of training records even after employment ends
• Recognition of equivalent training from other jurisdictions completed within the last three years

 

Implications for multinational organizations

These proposed changes reflect a broader international trend toward portable safety credentials and standardized competency frameworks.

For multinational employers, this has several implications:

• Training programs may need to align with recognized standards rather than company-specific content.
• Companies operating across provinces or countries will need stronger training record management systems.
• Cross-border workforce mobility will increasingly depend on recognized training equivalency.

Organizations with mobile construction or maintenance teams should consider reviewing current training programs to ensure alignment with emerging international standards.

 

United States – Workplace Violence Prevention Expansion (Louisiana)

In the United States, workplace violence prevention continues to gain regulatory attention at the state level. A notable recent development is Louisiana’s 2026 “Behind the Counter” Safety Act (HB 422), which introduces new requirements for organizations with customer-facing operations.

What is changing?

The regulation applies to “regulated establishments” where employees regularly interact with the public at a counter or reception area. While initially focused on retail and food service, the definition is being interpreted more broadly to include:

• Life sciences facilities with sample drop-off counters
• Manufacturing sites with front offices or visitor reception areas
• Healthcare clinics and pharmacies
• Any workplace with public-facing service counters

Key compliance requirements

Organizations covered by the Act must:

• Develop and maintain a written Workplace Violence Prevention Plan, updated annually
• Implement and evaluate engineering controls (e.g., panic buttons, cameras, lighting)
• Provide annual employee training on de-escalation and emergency response
• Post mandatory signage (minimum 11″ x 18″) at entrances warning that violence against staff is a felony
• Establish incident reporting procedures for serious events
• Review and update the plan following major incidents

What to verify now

Organizations should confirm:

• Required signage is clearly posted at entrances or reception areas
• Panic buttons or emergency systems are installed, functional, and tested
• Workplace violence prevention plans are site-specific and up to date

 

What this means for multinational organizations

The Louisiana regulation reflects a broader shift in the U.S. toward formalized workplace violence prevention requirements, an area that has historically been guided more by general duty clauses than prescriptive rules.

For multinational companies, this signals:

1. Workplace violence is becoming a regulated safety risk

Organizations must treat workplace violence prevention with the same rigor as traditional safety hazards, including formal plans, controls, and training.

2. Public-facing environments are under increased scrutiny

Facilities that were not traditionally considered “high-risk” (e.g., offices, labs, front desks) may now fall within regulatory scope.

3. Engineering controls and visible deterrents are expected

The requirement for signage and panic systems highlights a shift toward visible, verifiable safety measures.

4. U.S. state-level variability is increasing

With regulations emerging at the state level, multinational organizations must navigate inconsistent requirements across jurisdictions, reinforcing the need for scalable, adaptable safety programs.

 

Europe: Expanded Worker Participation and Prevention Requirements

Across Europe, occupational health and safety systems are also evolving to place greater emphasis on preventive management systems and worker participation.

For example, recent implementation milestones under modernized occupational health and safety legislation require organizations to formalize prevention programs and worker participation mechanisms, including:

• Structured hazard identification and corrective action programs
• Worker participation through health and safety committees or representatives
• Expanded applicability to new workplace contexts, including telework environments
• Mandatory safety committees in establishments with more than 20 workers

 

Why this matters for global companies

European regulatory trends continue to reinforce a shift from reactive compliance toward system-based prevention frameworks.

For multinational employers, this means:

• Greater scrutiny of documented prevention programs
• Increased expectations for employee involvement in safety governance
• Expanded safety responsibilities covering hybrid and remote work environments

Companies operating across the EU or with European subsidiaries should ensure that corporate safety management systems align with participation-based models, which are becoming a central pillar of European occupational health and safety regulation.

 

Australia (APAC): Mandatory Fire Safety Maintenance Standard (NSW)

In the Asia-Pacific region, Australia (New South Wales) is introducing significant changes to building fire safety regulations that will impact a wide range of industries, including commercial real estate, infrastructure, healthcare, and industrial facilities.

From February 13, 2026, compliance with Australian Standard AS 1851-2012 will become mandatory under fire safety regulations.

What is changing?

AS 1851-2012 establishes the requirements for the routine servicing, inspection, and maintenance of fire protection systems and equipment, including:

• Fire detection and alarm systems
• Sprinkler systems and pumps
• Fire extinguishers, hydrants, and hose reels
• Emergency lighting and smoke control systems

Under the updated regulation:

• All Class 1b and Class 2–9 buildings (including commercial, residential, and public buildings) must comply
• Building owners are responsible for ensuring systems are inspected, tested, and maintained in accordance with the standard
• Maintenance must follow defined frequencies, testing protocols, and documentation requirements

Increased focus on documentation and compliance

A key shift is the emphasis on evidence-based compliance, including:

• Detailed maintenance records and logbooks
• Documented proof of inspections, testing, and system performance
• Availability of records for regulators, auditors, and insurers

Regulators will have increased authority to audit compliance and issue penalties for non-compliance, reinforcing accountability for building owners and operators.

What this means for multinational organizations

The NSW update reflects a broader global trend toward formalizing maintenance standards and strengthening accountability for critical safety systems.

For multinational companies with facilities across APAC, this has several implications:

1. Fire safety is moving toward standardized, enforceable maintenance regimes

What may have previously been considered best practice (e.g., alignment with AS 1851) is now becoming a legal requirement, similar to trends seen in Europe and North America.

2. Documentation and audit readiness are critical

Organizations must ensure they can demonstrate compliance through clear, accessible maintenance records, not just completed activities.

3. Facility management and EHS functions must be closely aligned

Fire safety compliance is increasingly intersecting with asset management, facilities operations, and EHS programs, requiring stronger cross-functional coordination.

4. Insurance and liability exposure is increasing

Failure to comply with mandated fire safety standards may impact insurance coverage, claims, and legal liability following incidents.

Why this matters globally

When viewed alongside developments in Canada (AED readiness, training standardization) and Europe (worker participation and prevention systems), the APAC update reinforces a consistent global direction:

Regulators are moving from general safety expectations to highly structured, auditable systems with defined standards and accountability.

For multinational organizations, this underscores the need to:

• Align global programs with recognized standards (CSA, AS, ISO, EU frameworks)
• Strengthen documentation, recordkeeping, and audit readiness
• Ensure consistency across facilities, projects, and jurisdictions

 

Emerging Global Themes in Health & Safety Regulation

Although these updates originate in different jurisdictions, they reflect several shared global regulatory trends:

1. Emergency preparedness and critical systems are becoming mandatory

Regulators are increasingly requiring structured emergency response capabilities—from AEDs on construction sites in Canada to mandated fire system maintenance standards in Australia.

2. Workplace violence prevention is gaining regulatory focus

In the U.S. and beyond, workplace violence is being formalized as a regulated risk, requiring written programs, training, engineering controls, and visible deterrents.

3. Standardized training and competency frameworks

Training requirements are moving toward recognized national and international standards, enabling workforce mobility while ensuring consistent competency.

4. Prevention-based safety management systems

Across Europe and globally, regulators are emphasizing proactive, system-based safety models that require hazard identification, risk control, and worker participation.

5. Increased focus on documentation, verification, and auditability

Organizations must now demonstrate compliance through documented evidence—including training records, inspection logs, maintenance reports, and written safety programs.

6. Expanded coverage of modern and complex work environments

Regulations are adapting to reflect multi-employer worksites, public-facing environments, and evolving workplace models, including hybrid and remote work.

 

Key Takeaways: Global Health & Safety Regulatory Updates

1. Emergency preparedness and critical safety systems are now regulated expectations
New requirements—from AEDs on construction sites in Canada to mandatory fire system maintenance in Australia—highlight a global shift toward formalizing life-saving systems.

2. Workplace violence prevention is emerging as a key regulatory priority
New U.S. regulations, such as Louisiana’s Behind the Counter Act, require written prevention plans, employee training, signage, and physical safety controls for public-facing workplaces.

3. Standardized training and competency requirements are increasing
Proposed MEWP operator training updates in Canada reflect a broader trend toward aligning with recognized standards and improving training portability.

4. Worker participation and prevention systems are expanding globally
European regulations emphasize structured prevention programs and active worker involvement, reinforcing proactive safety management approaches.

5. Documentation and audit readiness are critical for compliance
Across all regions, organizations must maintain clear, accessible records—from maintenance logs and inspection reports to training certifications and written safety plans.

6. Multinational companies must manage increasing regulatory complexity
With evolving requirements across North America, Europe, and APAC, organizations need systems to monitor, interpret, and implement regulatory changes consistently.

7. Global safety management systems provide a competitive advantage
Companies that align with international standards and implement consistent global frameworks are better positioned to ensure compliance, reduce risk, and improve operational resilience.

 

Practical Steps for Multinational Employers

To stay ahead of evolving health and safety regulations, multinational organizations should consider:

Conducting regulatory horizon scanning
Monitor emerging regulatory changes across key operating regions.

Standardizing safety programs globally
Where possible, adopt company-wide standards that meet or exceed local regulatory expectations.

Strengthening training and credential tracking
Ensure training programs align with recognized standards and that records are easily accessible.

Integrating prevention and participation frameworks
Embed worker participation into safety governance structures to align with evolving global expectations.

Final Thoughts

Regulatory changes like those emerging in Canada, the United States, Europe and Australia illustrate a broader shift in occupational health and safety governance. Rather than focusing solely on compliance, regulators are increasingly emphasizing preparedness, prevention, and workforce engagement.

For multinational organizations, the challenge—and opportunity—is to move beyond country-by-country compliance and build globally consistent safety management systems that can adapt as regulatory expectations continue to evolve.

 

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