Tag: 3BL

by Christina Mašánová

Every Annual Meeting starts with the same challenge. How do we at Cascale design a program that reflects where our industry is today, while also helping move it forward?

This year’s theme, “Value Chain Transformation: Who Pays, Who Profits and What Changes?,” captures the current reality we’re hearing from members across the value chain. Organizations are under increasing pressure to decarbonize, strengthen supply chains, prepare for new regulation, and improve outcomes for workers. At the same time, they’re navigating economic uncertainty, changing trade dynamics, and increasing pressure to remain competitive. The ambition is there, but many are trying to deliver it within commercial models that were never designed to support this kind of transformation.

Yet we must sustain the momentum in the movement that Cascale – and the Higg Index – were founded upon.

That led us to one question that became the foundation for this year’s program:

What commercial and partnership models will help brands and manufacturers prioritize, finance, and scale solutions for decarbonization, resilient supply chains, and decent work?

Every keynote, panel discussion, workshop, debate, and roundtable were developed with that original question in mind. We wanted the conversations to build on one another rather than exist as standalone topics. Whether we’re talking about financing decarbonization, responsible purchasing practices, artificial intelligence, digital product passports, sourcing relationships, or executive leadership, every session explores a different piece of the same challenge.

Once we had our problem statement, one thing became obvious. We couldn’t build another program that talked about sustainability in isolation. Many of the decisions that determine whether sustainability initiatives succeed are made outside sustainability teams. They happen in sourcing meetings, procurement discussions, finance reviews, executive boardrooms, and in conversations between brands and manufacturers every day.

One of the biggest shifts you’ll see this year is that we’ve intentionally brought those perspectives into the conversation. You’ll hear from leaders in sourcing, manufacturing, finance, innovation, technology, economics, and business. Sustainability remains at the heart of the discussion, but this year we’re exploring it through the broader business decisions that ultimately determine whether progress happens.

A Three-Day Journey

The program has been designed to build over three days, with each conversation building on the one before it.

On Day One, we’ll confront the tensions. We’ll explore the commercial realities, competing priorities, and systemic challenges that continue to slow progress across our industry.

On Day Two, the focus shifts to what is already working. We’ll hear practical examples of organizations finding new ways to finance decarbonization, strengthen sourcing partnerships, build resilience, and create business value alongside environmental and social impact.

On Day Three, we’ll look ahead together, exploring how leaders are responding to changing regulation, new technologies like artificial intelligence, evolving sourcing strategies, and the decisions that will shape the next chapter of value chain transformation.

Those conversations will take place across four stages, each designed with a different purpose. Our Main Stage offers the big-picture ideas that inspire a movement. Our CEO Ying McGuire will open by taking us back to our origins, exploring our founder’s original Systems Map. Alongside our Main Stage, attendees can dive deeper through ample workshops and capability-building sessions. These transpire on the Impact Stage, our Collaboration Stage, and the Worldly Stage, led by our Lead Sponsor, Worldly.

We’ve introduced several new session formats this year, including “Human Libraries” – or the peer-to-peer discussions which define a new kind of Collaboration Stage – and Open Seat Debates. This debate format offers extra reflection time alongside interactive workshops, peer exchanges, and executive-led roundtables. These formats were added very intentionally. Rather than simply listening to ideas, we wanted attendees to engage with them, challenge them, and learn directly from one another.

Ultimately, our goal is simple: we want people to leave Athens with more than inspiration. We want them to leave with practical ideas, new perspectives, and tangible takeaways they could apply in their own organizations and within their own partnerships; ones that lead to better business outcomes and greater impact.

Built With Our Community

Each year, we strive to raise the bar (evidenced by last year’s Hong Kong meeting being our largest yet). In pursuit of member centricity, our new additions show we are continuing to rethink how members experience the Annual Meeting.

Panels and keynote presentations remain an important part of the program, but these new tailored formats offer expanded opportunities for members to participate. True to our past, we also acknowledge the need for keeping a few things off the record. Some programming will take place under Chatham House Rules to encourage more candid discussion, while others are designed to share practical case studies and lessons that attendees can take directly back to their own organizations.

This year’s program has also been shaped by our member-led Program Advisory Group. Their willingness to challenge our thinking, share their experiences, and test ideas has helped ensure the agenda reflects the realities our members are facing across the value chain. I’d also like to thank my colleagues across Cascale, whose expertise across climate, decent work, policy, member engagement, and events has helped strengthen the program at every stage of its development.

A Final Thought 

People sometimes ask me what makes a good conference program. For me, it isn’t the number of speakers or the size of the stage. It’s whether people leave thinking differently than when they arrived.

As we’ve built this year’s program, one thing has become increasingly clear. The conversations have become much less about sustainability itself, and much more about the commercial and broader business decisions that determine whether sustainability can succeed.

That realization has shaped almost every decision we’ve made. It influenced the theme, the problem statement, the voices we’ve invited to the stage, and the formats we’ve chosen to encourage more open, practical discussion.

I don’t expect three days in Athens to solve every challenge our industry is facing. But I do hope people leave with a better understanding of one another’s realities, a few assumptions challenged, some practical ideas they can apply in their own organizations, and new relationships that help move this work forward.

If attendees leave thinking differently than when they arrived, I think we’ll have built a program worth having.

Register for the Cascale Annual Meeting 2026

Christina Mašánová is senior manager, event content and programming at Cascale.

by Christina Mašánová

Every Annual Meeting starts with the same challenge. How do we at Cascale design a program that reflects where our industry is today, while also helping move it forward?

This year’s theme, “Value Chain Transformation: Who Pays, Who Profits and What Changes?,” captures the current reality we’re hearing from members across the value chain. Organizations are under increasing pressure to decarbonize, strengthen supply chains, prepare for new regulation, and improve outcomes for workers. At the same time, they’re navigating economic uncertainty, changing trade dynamics, and increasing pressure to remain competitive. The ambition is there, but many are trying to deliver it within commercial models that were never designed to support this kind of transformation.

Yet we must sustain the momentum in the movement that Cascale – and the Higg Index – were founded upon.

That led us to one question that became the foundation for this year’s program:

What commercial and partnership models will help brands and manufacturers prioritize, finance, and scale solutions for decarbonization, resilient supply chains, and decent work?

Every keynote, panel discussion, workshop, debate, and roundtable were developed with that original question in mind. We wanted the conversations to build on one another rather than exist as standalone topics. Whether we’re talking about financing decarbonization, responsible purchasing practices, artificial intelligence, digital product passports, sourcing relationships, or executive leadership, every session explores a different piece of the same challenge.

Once we had our problem statement, one thing became obvious. We couldn’t build another program that talked about sustainability in isolation. Many of the decisions that determine whether sustainability initiatives succeed are made outside sustainability teams. They happen in sourcing meetings, procurement discussions, finance reviews, executive boardrooms, and in conversations between brands and manufacturers every day.

One of the biggest shifts you’ll see this year is that we’ve intentionally brought those perspectives into the conversation. You’ll hear from leaders in sourcing, manufacturing, finance, innovation, technology, economics, and business. Sustainability remains at the heart of the discussion, but this year we’re exploring it through the broader business decisions that ultimately determine whether progress happens.

A Three-Day Journey

The program has been designed to build over three days, with each conversation building on the one before it.

On Day One, we’ll confront the tensions. We’ll explore the commercial realities, competing priorities, and systemic challenges that continue to slow progress across our industry.

On Day Two, the focus shifts to what is already working. We’ll hear practical examples of organizations finding new ways to finance decarbonization, strengthen sourcing partnerships, build resilience, and create business value alongside environmental and social impact.

On Day Three, we’ll look ahead together, exploring how leaders are responding to changing regulation, new technologies like artificial intelligence, evolving sourcing strategies, and the decisions that will shape the next chapter of value chain transformation.

Those conversations will take place across four stages, each designed with a different purpose. Our Main Stage offers the big-picture ideas that inspire a movement. Our CEO Ying McGuire will open by taking us back to our origins, exploring our founder’s original Systems Map. Alongside our Main Stage, attendees can dive deeper through ample workshops and capability-building sessions. These transpire on the Impact Stage, our Collaboration Stage, and the Worldly Stage, led by our Lead Sponsor, Worldly.

We’ve introduced several new session formats this year, including “Human Libraries” – or the peer-to-peer discussions which define a new kind of Collaboration Stage – and Open Seat Debates. This debate format offers extra reflection time alongside interactive workshops, peer exchanges, and executive-led roundtables. These formats were added very intentionally. Rather than simply listening to ideas, we wanted attendees to engage with them, challenge them, and learn directly from one another.

Ultimately, our goal is simple: we want people to leave Athens with more than inspiration. We want them to leave with practical ideas, new perspectives, and tangible takeaways they could apply in their own organizations and within their own partnerships; ones that lead to better business outcomes and greater impact.

Built With Our Community

Each year, we strive to raise the bar (evidenced by last year’s Hong Kong meeting being our largest yet). In pursuit of member centricity, our new additions show we are continuing to rethink how members experience the Annual Meeting.

Panels and keynote presentations remain an important part of the program, but these new tailored formats offer expanded opportunities for members to participate. True to our past, we also acknowledge the need for keeping a few things off the record. Some programming will take place under Chatham House Rules to encourage more candid discussion, while others are designed to share practical case studies and lessons that attendees can take directly back to their own organizations.

This year’s program has also been shaped by our member-led Program Advisory Group. Their willingness to challenge our thinking, share their experiences, and test ideas has helped ensure the agenda reflects the realities our members are facing across the value chain. I’d also like to thank my colleagues across Cascale, whose expertise across climate, decent work, policy, member engagement, and events has helped strengthen the program at every stage of its development.

A Final Thought 

People sometimes ask me what makes a good conference program. For me, it isn’t the number of speakers or the size of the stage. It’s whether people leave thinking differently than when they arrived.

As we’ve built this year’s program, one thing has become increasingly clear. The conversations have become much less about sustainability itself, and much more about the commercial and broader business decisions that determine whether sustainability can succeed.

That realization has shaped almost every decision we’ve made. It influenced the theme, the problem statement, the voices we’ve invited to the stage, and the formats we’ve chosen to encourage more open, practical discussion.

I don’t expect three days in Athens to solve every challenge our industry is facing. But I do hope people leave with a better understanding of one another’s realities, a few assumptions challenged, some practical ideas they can apply in their own organizations, and new relationships that help move this work forward.

If attendees leave thinking differently than when they arrived, I think we’ll have built a program worth having.

Register for the Cascale Annual Meeting 2026

Christina Mašánová is senior manager, event content and programming at Cascale.

On July 24^th, 2026, CVS Health and Aetna colleagues and community organizations came together at Enlightenment Plaza in Los Angeles for a Welcome Home Basket Assembly for residents. Enlightenment Plaza is a recently completed permanent supportive housing community where every unit is reserved for individuals transitioning out of homelessness, serving households at 15%, 20%, 30%, and 50% of Area Median Income.

The heart of the day was assembling laundry-focused welcome home baskets for every unit in Phase 3 (Voltaire Villas), the community’s newest phase. Because these residents had only just moved in, colleagues had the chance to hand the baskets directly to those who were there that afternoon, each one packed with household essentials to help them settle into their new homes. Volunteers also put together a hygiene pantry, stocked with supplies from the CVS distribution center, which will stay available to residents across all phases of Enlightenment Plaza whenever they need it.

Back in 2022, CVS Health and Aetna invested over $35 million in Enlightenment Plaza, developed by The Pacific Companies and Flexible PSH Solutions, helping to bring 174 Permanent Supportive Housing units to Los Angeles. Days like this one are a reminder of the difference it makes when housing and support come together.

CVS Health is especially grateful to the on-site teams from the service provider, The People Concern, and Flexible PSH Solutions, who coordinated the event, and worked alongside colleagues to assemble and hand out baskets.

Across CVS Health and Aetna, we’re proud to stand behind communities like Enlightenment Plaza, which embody our belief that Housing is Health Care. Coming together this way reminds us just how lasting our impact can be in the neighborhoods where we live and work.

Over the past decade, employees at MilliporeSigma, the U.S. and Canada Life Science business of Merck KGaA, Darmstadt, Germany, have turned a global employee volunteer program into a real movement. As SPARK™ marks its 10^th anniversary, the “10 Years, 10 Stories” series reflects on a decade of impact and the employees, students, and organizations that have been at the heart of the program.

For the first article in this series, MilliporeSigma’s own employees will be in the spotlight. Employees around the world have volunteered nearly 200,000 hours over the past 10 years, participating in more than 6,500 events and bringing hands-on science learning to more than 600,000 students. From interacting with Curiosity programming and welcoming students into laboratories, to organizing food drives and community initiatives, these employees embody the company’s commitment to supporting and strengthening communities around the world.

Jennifer Bollinger, Associate Project Manager

 

For the past decade, Jennifer Bollinger has been helping inspire the next generation of scientists through SPARK™. Exceptional science teachers fueled her own love of the field and helped lead her to study biology and microbiology.  She has volunteered consistently since SPARK™ launched in 2016 because she believes all students should have hands-on access to science education. Whether teaching classroom lessons, supporting community events, or participating in initiatives like the Global Food Drive, Jennifer sees every volunteer opportunity as a chance to positively affect her community.

Eric Reyes, Belonging and Inclusion Relationship and Program Manager, Americas

 

Since SPARK™ launched in 2016, Eric Reyes has volunteered with a simple belief: everyone should have access to opportunities that spark curiosity and help them better understand the world around them. He is also passionate about representing the disability community in STEM and showing young people that a career in science is within reach. One of his favorite volunteer memories was helping host a Curiosity Labs™ event for deaf grade school students at the company’s Laclede, St. Louis facility, where volunteers and ASL interpreters guided students through a DNA experiment. 

Paula Fernandez, Quality Manager Commercial Subsidiaries

 

For 10 years, Paula has been an active SPARK™ volunteer, driven by a desire to contribute to initiatives that make a meaningful difference in her community. While she enjoys every opportunity to engage with students, her favorite moments come when she is presenting science experiments and seeing excitement from participants as they learn through hands-on discovery. Beyond volunteering, Paula appreciates how SPARK™ has become a community of its own at the company, bringing colleagues together across teams through a shared sense of purpose. Whether answering unexpected questions or watching students discover something new, she finds the greatest reward in the small moments that inspire curiosity and create lasting impact.

Palani Subramaniam, Senior Global Product Manager, DxRM – Production Materials

 

For Palani Subramaniam, volunteering through SPARK™ is deeply personal. Having grown up with limited access to science resources, he understands the impact that exposure and opportunity can have on a young person’s future. Since 2016, he has volunteered to help bring those opportunities to students in his community. One of his most memorable moments was leading a STEM outreach session for school children in Bangalore and watching their curiosity come alive through hands-on learning—a reminder that curiosity exists in everyone and simply requires a spark.

Learn more about SPARK™ and the company’s Curiosity Programs by visiting our Employee and Community Engagement website.

The AI Visibility Tracker shows you what ChatGPT, Claude, and Gemini are saying about your brand — and alongside your Visibility Score, it grades sentiment: favorable, critical, passing mention, or absent entirely.

Most sentiment tools are word counters. They tally positive and negative language and hand back a score. That works for tweets, not for brand mentions embedded in topics like climate, supply chains, or public health — where the subject matter reads negative on the surface even when the brand is part of the solution. A response about plastic pollution that credits a company’s cleanup commitment isn’t negative coverage. A word counter would score it that way anyway.

So we built sentiment grading around one question: how does this response portray your brand specifically — not the topic around it.

Every response captured from ChatGPT, Claude, Gemini, and Perplexity goes through a rubric-based evaluation landing on one label: positive, neutral, negative, mixed, or unknown. Four rules drive it: sentiment is attributed to your brand alone, not competitors or industry chatter; topic negativity doesn’t automatically transfer to company sentiment; “not mentioned” is flagged low-confidence rather than treated as a real neutral; and mixed coverage stays mixed instead of averaging out.

Your score is the starting point, not the finish line. Every sentiment call links back to the original AI response, so you can see exactly what drove it — and with AIVT Advanced, explore the prompt, confidence score, and full response side by side.

See it in action:

 

Below is a recap of an article published by TechRadar Pro

GoDaddy is expanding Airo, its suite of AI-powered tools for small businesses, to WordPress, giving customers a simpler way to create and manage their online presence while maintaining the flexibility of the WordPress platform.

Airo for WordPress helps customers get a website up and running quickly, using AI to support tasks that can otherwise require significant time or technical expertise. Beyond initial setup, customers can use AI assistance to make updates, manage website functionality and continue improving their site as their business evolves.

The experience brings AI into the WordPress environment, allowing customers to work within the platform while retaining access to its broad ecosystem of plugins and tools. This gives customers more flexibility in how they build and manage their websites, whether they prefer AI assistance for certain tasks or want to make changes themselves.

For small businesses and entrepreneurs, the goal is to make it easier to take advantage of WordPress without having to navigate every technical aspect on their own. Airo for WordPress can help reduce the time and effort involved in getting a site launched and keeping it up to date, allowing business owners to focus more on their customers and growth.

With Airo for WordPress, GoDaddy is helping customers combine the efficiency of AI with the capabilities of WordPress, creating a more approachable experience for building, managing and growing a professional online presence.

Click to read the full TechRadar Pro article.

To learn more about GoDaddy, visit www.godaddy.com.

Cisco

The following is an excerpt from Cisco’s FY25 Purpose Report. Explore the full report to learn more about how we Power an Inclusive Future for All.

We aim to build a future where ecosystems are stronger and communities are resilient. 

At Cisco, we’re investing in resilient ecosystems today to build a stronger future tomorrow. In fact, a study by the World Resources Institute found that every US$1 invested in climate adaptation and nature-based resilience will yield an average of US$10.50 in environmental and social benefits over the next decade. To support resilient ecosystems, Cisco helps communities to adapt to climate realities, cultivate skills for changing economies, and protect and restore ecosystems and biodiversity. 

Investing in Innovation

In 2021, the Cisco Foundation pledged US$100 million over 10 years to fund a diverse portfolio of innovative climate solutions. This work is accomplished through:  

• Cash Grants to Nonprofits: Our nonprofit grants focus on investing in the people and communities that rely most on resilient ecosystems, including smallholder farmers and indigenous communities. Technological innovations like Terraso’s landscape data collection tools and Digital Green’s AI-powered application for farmers are central to this work. 
• Impact Investments: The Regenerative Future Fund, an impact investing vehicle for startups and venture funds, allows the Foundation to support climate solutions across the innovation life cycle. This includes investing in AI-native solutions and AI-enabled operations, such as Miraterra, which analyzes soil health and nutrients with ML.  

In addition to this work, Cisco Investments, the company’s venture investment arm, announced a new focus: investing in emerging technology companies that can help further Cisco’s sustainability goals and those of our customers. The first two funding recipients — CorPower Ocean, a startup that harnesses clean wave energy, and DEScycle, an organization that addresses e-waste on a local scale — embody our efforts to build a more sustainable, inclusive future.

Spotlight | Saving Endangered Species, One Network at a Time 

Rhinos, elephants, gorillas, pangolins — some of the planet’s most endangered animals are running out of time.

Since 2015, Cisco has partnered with the Connected Conservation Foundation (CCF) to help change that, equipping 46 protected areas across 13 countries with IoT and connectivity tools that help rangers stop poaching and safeguard wildlife in real time.

But protecting animals is only part of the story. In 2025, we teamed up with CCF to launch the Protected Area Technician Training Program, a free global course through Cisco Networking Academy that helps kickstart local careers in conservation technology. 

Addressing Water Impacts  

Water is essential to healthy communities and ecosystems, and Cisco works to protect this shared resource.

We address our impact by managing water responsibly in our direct operations. In fiscal 2025, we reduced water withdrawals for our direct operations by 11%.

We also work to promote water stewardship across our supply chain. We’re a founding and active member of the Responsible Business Alliance (RBA) and have formally adopted the RBA Code of Conduct as our Supplier Code of Conduct, which explicitly addresses water stewardship requirements. In addition, our approach to water stewardship is aligned with the United Nations Sustainable Development Goal 6: Clean Water and Sanitation and the Alliance for Water Stewardship (AWS) framework.

In fiscal 2025, as an AWS member, we advanced our supply chain participation in the AWS Collective Action Accelerator. This collaborative, place-based approach to water stewardship brings multiple sites together to share costs and maximize impact.

Spotlight | Powering Belgium’s Smart Water Network

Our water conservation efforts extend beyond the walls of Cisco, with our customers leveraging Cisco products and services to achieve their goals. Compagnie Intercommunale Liégeoise des Eaux (CILE), a Belgian public utility company, supplies water to a half million people throughout the region. To enhance operational efficiency and improve decision making, CILE aimed to create a smart network of sensors across 3,500 kilometers of pipes.

With Cisco technology, we helped CILE build its own IoT telecom network. The resulting water system improves efficiency, cuts costs, and supports the region’s long-term sustainability goals.

Reducing Waste in Our Direct Operations

In fiscal 2025, as an AWS member, we advanced our supply chain participation in the AWS Collective Action Accelerator. This collaborative, place-based approach to water stewardship brings multiple sites together to share costs and maximize impact. 

Throughout our global facilities, we work to reduce operational waste and reuse and recycle materials. In fiscal 2025, we generated 5,250 metric tonnes of total waste and diverted approximately 85% of the waste generated at our facilities from landfills globally. We achieved this through a combination of reuse, recycling, composting, and donations. 

Read the full FY25 Purpose Report

At Cisco, our Purpose is core to who we are and what we do. Learn more about our goals and progress to date in our Purpose Reporting Hub. 

View original content here.

Patrick O’Connell, CFA | Director—Responsible Investing Portfolio Solutions and Research
Sammy Suzuki, CFA | Head—Emerging Markets Equities; Deputy Head—Equities
Christian DiClementi | Head—Emerging Market Debt
Teresa Keane | Managing Director—Equities

The energy transition is powering EM, but not all countries and companies will benefit equally.

Emerging markets (EM) are using low-cost renewables to cut fuel imports, stabilize power costs and improve energy security—positioning EM as the growth engine of the energy transition. Countries and companies that leverage their dominance in critical minerals and green technology could pull ahead, creating dispersion in potential outcomes for investors.

After more than a decade of stagnation, demand for electricity is surging globally on the strength of artificial intelligence and its associated infrastructure buildout. Across many regions, per capita electricity consumption is expected to reach record highs by 2030. And with their population growth rates exceeding those of the developed world, emerging economies are a primary source of increased electricity demand.

Energy production is also evolving, with renewables making up a growing share of global capacity. Across the developing world, renewable energy is expected to comprise the majority of power capacity additions in the coming decades, with solar and wind leading the way. In our view, this isn’t a fleeting trend; it’s a structural change driven by population growth, urbanization and expanding electrification needs.

For EM, Renewables Enable Economic Growth and Energy Security 

Thanks to supportive grids and regulatory policies, deployment of renewables is expanding in EM. Moreover, renewable power is cheaper to build and operate in most major EM than in developed markets, supporting cost competitiveness and industrial strength (Display)

 

The combination of resource control—most critical minerals are concentrated in EM—and cost stabilization is helping to fuel EM’s role as the growth engine for the energy transition, allowing for broad-based economic resilience. For years, EM economies have been reducing reliance on energy imports, and recent geopolitical events are acting as a catalyst. The Middle East conflict is also creating renewed momentum for EM green bonds as governments look to mitigate energy-price volatility by funding renewable energy projects.

Value Creation Is Uneven, Creating Dispersion

But these advantages only go so far. Critical minerals must be mined, transported and processed for the clean-energy supply chain. And here the results have been uneven. Some countries have found success by scaling the production of critical minerals, with a small number dominating this part of the value chain (Display).

 

For the leaders, the result is geopolitical leverage, energy security and economic resilience, while the laggards are left with supply chain risk and limited economic benefits. In our view, the growing chasm between the haves and is creating dispersion in potential outcomes, increasing the importance of country and security selection.

Scaling Energy Production Is Key to Moving Up the Value Chain

Examples of scalable green-energy initiatives can be found in China and Southeast Asia.

China Hongqiao is one of the world’s largest producers of aluminium, which is among the most energy and carbon intensive industrial materials. Historically, much of aluminium’s production was powered by coal, resulting in high emissions. After years of operating in Shandong province, China Hongqiao moved production to Yunnan province, where the availability of water, wind and solar power make production cleaner.

This transition has been supported by significant capital investment, including RMB¥ 2–3 billion annually in grid maintenance and RMB¥ 6 billion in solar deployment. As a result, China Hongqiao has improved cost stability, mitigated carbon border risks and strengthened its long term positioning in a carbon constrained global market.

Elsewhere in China, companies have been able to scale renewables to increase volume while shoring up margins. For example, solar manufacturer Sungrow has combined the manufacture of solar and energy storage systems—both required for major utility projects—into a rising revenue base. Contemporary Amperex Technology (CATL), the world’s largest EV battery manufacturer, has used both scale and cost leadership to meet demand for grid scale battery energy storage systems. This has allowed CATL to grow unit volume while improving margins.

South Korea has found a different path to cost competitiveness. The country is still heavily dependent on imported coal and gas and subject to seasonal nuclear reliability constraints. But after adding renewable capacity in recent years, South Korea’s energy costs have fallen meaningfully, making renewables competitive relative to fossil fuels (Display).

 

Other regions are using creative financing to transition from fossil fuels to renewables. In Chile, the government has teamed up with the private sector to develop the country’s green and sustainability linked bond market, paving new pathways for the energy transition.

Similar examples can be found all over the developing world, but progress is uneven and investors must be selective.

Ultimately, scalability and execution are critical to moving up the value chain, in our analysis. In time, we expect to see a broader base of EM reap the economic benefits of renewable energy. For now, only select countries and companies are well-positioned. We think active management and careful credit selection will be essential to picking these winners of the energy transition.

The authors would like to thank Waseem Amin, ESG Strategy and Client Solutions Analyst, and Sourish Chatterjee, Research Analyst, for their contributions to this piece.

The views expressed herein do not constitute research, investment advice or trade recommendations, do not necessarily represent the views of all AB portfolio-management teams and are subject to change over time.

References to specific securities discussed are for illustrative purposes only and should not to be considered recommendations by AllianceBernstein L.P. It should not be assumed that investments in the securities mentioned have necessarily been or will necessarily be profitable.

Learn more about AB’s approach to responsibility here.

Responsible Supply ChainAt Griffith Foods, sustainability isn’t just a value, it’s a commitment we embed across our entire supply chain. We’re proud to announce a major milestone in our supplier sustainability journey: 80% of our spend with direct suppliers has achieved an EcoVadis assessment score of 50 or higher, reflecting strong performance in environmental, social, and ethical practices.

As we work to create a sustainable food system network, our suppliers are a critical part of our strategy. To understand each supplier’s progress and gaps across environmental, labor and human rights, ethics, and procurement topics, we use the EcoVadis assessment, which is a globally recognized platform that provides analyst-verified sustainability ratings for companies across 180 countries and 205 industries. In 2020, we set a goal to reach 80% of our spend with direct suppliers scoring 50 points (passing) or higher in the EcoVadis assessment by 2025 and are proud to have achieved our target.

Building a Resilient, Responsible Supply Chain

Assessing our suppliers helps us identify where we can support them to drive climate action, manage human rights, and improve governance. Our supplier program integrates EcoVadis assessments throughout the procurement lifecycle:

• Assessment: New and existing suppliers are required to complete an EcoVadis assessment as part of our sustainability commitment. Suppliers undergo reassessment semi-annually.
• Monitoring: We use the EcoVadis dashboards to inform our tracking of supplier progress and identify opportunities for improvement.
• Collaboration: Suppliers receive tailored scorecards and guidance tools to help them continuously improve their sustainability practices. Griffith Foods works with suppliers to address areas of concern and to drive continuous improvement with the suppliers’ EcoVadis score.

We’re driving the industry standard

Our impact on our suppliers is quantifiable – Griffith Foods suppliers score over 6 points higher than the average Food & Beverage company supplier and nearly 10 points higher than all rated companies in the EcoVadis network. Our purchasing team members work directly and advise suppliers to help improve their management practices and set targets.

What’s Next?

This milestone—80% of direct spend with suppliers scoring 50 points or higher—demonstrates the power of collaboration and shared responsibility. It also reflects our suppliers’ dedication to helping us create a sustainable food system and achieving our 2030 Aspirations.

We’re not stopping here. We’re continuing to deepen engagement with suppliers who are still progressing toward the 50-point threshold and to support them with resources from the EcoVadis Academy and corrective action plans. Building on our progress, we have launched a Net Zero Supplier Engagement Program that focuses on emissions reduction activities in partnership with our suppliers.

We believe that sustainability is a journey, and every step forward strengthens our collective impact towards our creating a sustainable food system.

View original content here.

At the world’s largest washing machine factory, Whirlpool Corp. showcases the start of its $300 million Ohio investment and the licensed skilled trades professionals building the next generation of American-made appliances

Whirlpool Corp. highlighted its nearly 70-year-old apprenticeship program Monday during a visit from Acting U.S. Secretary of Labor Keith Sonderling to its Clyde facility, the largest washing machine factory in the world. Joined by state and local leaders, Sonderling took a firsthand look at how the only remaining major American-owned appliance manufacturer builds and maintains its skilled workforce.

The Clyde plant, in operation since 1952, employs approximately 2,600 people and has run a formal apprenticeship program since 1958. Sonderling met with current apprentices and journeymen in the plant’s tool room, walked a section of the facility being modernized through the company’s recent $300 million investment in its U.S. laundry operations and reviewed the training academy for new production employees.

The visit came the same day Sonderling convened a workforce roundtable with U.S. Senator Jon Husted and northwest Ohio business leaders at Owens Community College in Perrysburg, where Whirlpool was among the participating employers.

“Our apprenticeship and training programs run in partnership with career technology centers, high schools and community colleges drawing on homegrown talent, including second and third-generation employees, to build what comes next.” 

“Whirlpool believes in the future of U.S. manufacturing because we see what our people can do when we invest in them,” said Kristin Day, Whirlpool Corporation vice president of U.S. manufacturing. “Our apprenticeship and training programs run in partnership with career technology centers, high schools and community colleges drawing on homegrown talent, including second and third-generation employees, to build what comes next. We thank Acting Secretary Sonderling for visiting and the Administration’s focus on the skilled trades and creating a level playing field for domestic producers that helps American manufacturers keep investing and building here.”

“Whirlpool is a leader not just in American manufacturing but also in workforce development,” said Acting Labor Secretary Keith Sonderling. “Touring their facility, speaking with apprentices, and learning about the decades of experience the company has in training new hires and preparing them for long-term careers gave me invaluable insights. Under President Trump’s leadership, the Department of Labor is committed to fostering industry-driven innovation to bridge America’s skills gap.”

“For more than 70 years, generations of Clyde families have built careers inside the Whirlpool plant,” said Doug McCauley, Clyde Mayor. “Whirlpool’s apprenticeship and workforce programs are how the next generation gets the same shot of learning a trade, earning a paycheck and a future in Clyde. We’re grateful Secretary Sonderling came to see where American manufacturing is headed and the people taking it there.”

 

Whirlpool is investing $300 million in its Clyde and Marion laundry operations — work that includes new and modernized lines and a new generation of front-load washers and dryers launching later this year. In Perrysburg, construction is underway for the company’s newest manufacturing facility that will house a new parts and sub-assembly plant and employ up to 150 people.

 

Whirlpool is the only remaining major kitchen and laundry appliance company still based in America, building 80% of what it sells in the U.S., three times the industry average. Whirlpool has approximately 20,000 U.S. employees, including 14,000 manufacturing workers. Ninety-six percent of its steel is sourced from the U.S., and the vast majority of materials and components for its U.S. factories are produced in-house or sourced from domestic suppliers.

A skilled trades pipeline that begins in high school

Whirlpool is focused on attracting strong talent, creating defined career pathways and constantly focusing on how to make Whirlpool the best place to work. Whirlpool has expanded its apprenticeship and certification programs with some of the largest classes in its history, recognizing the growing need for skilled trades.

The Clyde apprenticeship at Whirlpool is a four-year, state-certified program that pairs classroom instruction with on-the-job training alongside working journeymen. Apprentices maintain and rebuild the dies, tools, molds and automated equipment that keep the plant running, and graduate into a variety of roles. The result is a debt-free alternative to a four-year degree for students who want to earn and build a career in Sandusky County.

The apprenticeship sits alongside other Whirlpool workforce pathways: 

• An on-site training academy where new production employees learn and certify on plant processes
• Expanded certification programs, with some of the largest classes in the company’s history
• Tuition reimbursement that allows hourly employees to earn degrees and move into engineering and plant leadership roles

The next class of apprentices starts this fall. Four years from now, they will be the journeymen showing the next class around.

Whirlpool Foundation
Since 1952, the Whirlpool Foundation has been making real, positive differences in local communities where Whirlpool Corporation families live and work. This is accomplished through two central pillars: House+Home. “House” supports a decent and affordable place to live and plan for the future, and “Home” focuses on creating thriving, resilient communities with the essential services, quality education, and job training needed to help people dream bigger and do better. The Foundation has an absolute commitment to equality and fairness and takes an innovative approach to social investing that prioritizes impact with measurable results.

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