Tag: 3BL

FARMINGTON, Conn., January 15, 2026 /3BL/ – Otis (NYSE: OTIS), the world’s leading company for elevator and escalator manufacturing, installation and service, is making its successful Little Engineers program available everywhere the company does business.

What is Little Engineers?

Little Engineers is a hands-on, elevator-focused STEM education initiative designed to teach young students about the technology, safety and history of the elevator and escalator industry. Originally launched in Hong Kong SAR, more than 800 students across Greater China and the Asia Pacific regions have engaged in the Little Engineers program.

Where is it expanding?

Now, Otis is expanding the program globally, strengthening community engagement by empowering Otis colleagues to serve as Little Engineers volunteers, and motivating students to explore STEM fields early.

The program recently expanded to the Middle East. In Saudi Arabia, Otis volunteers partnered with the Jeddah Orphans Association to deliver meaningful STEM experiences to young learners. And in Sharjah, United Arab Emirates, volunteers led 50 students through the program at Sharjah Indian School.

What do the students do?

Through interactive lessons, hands-on projects and virtual adventures, primary school students can explore the science behind elevators and escalators, learn about vertical mobility technologies, and build mini elevators and pulley systems.

Why is it important?

The global expansion of Little Engineers supports Otis’ commitment to inspire youth around the world to become part of our dynamic industry, while reinforcing its dedication to safety, innovation, and community engagement.

“This global expansion reflects Otis’ commitment to engaging meaningfully in the communities we serve. Through initiatives like Little Engineers, we’re helping young people discover the excitement of STEM, gain a basic understanding of elevator systems and core technology and learn and practice safe-riding tips,” said Matt Turner, Vice President of Social Impact at Otis. “Programs like Little Engineers also allow us to introduce students to the human side of engineering – its creativity and real-world impact. It’s a way to spark interest early and share the passion that drives so many of our engineers today.”

How does Little Engineers compare with other Otis Social Impact programs?

Little Engineers complements Otis’ flagship social impact program, Made to Move Communities.™ While Made to Move Communities focuses on students ages 14 and older with innovation-driven problem solving, Little Engineers engages younger learners through hands-on exploration.

To learn more about the Little Engineers program and how Otis is investing in the future of vertical mobility, visit https://www.otis.com/en/us/our-company/social-impact.

About Otis

Otis gives people freedom to connect and thrive in a taller, faster, smarter world. The global leader in the manufacture, installation and servicing of elevators and escalators, we move 2.4 billion people a day and maintain approximately 2.4 million customer units worldwide – the industry’s largest Service portfolio. You’ll find us in the world’s most iconic structures, as well as residential and commercial buildings, transportation hubs and everywhere people are on the move. Headquartered in Connecticut, USA, Otis is 72,000 people strong, including 44,000 field professionals, all committed to manufacturing, installing and maintaining products to meet the diverse needs of our customers and passengers in more than 200 countries and territories. To learn more, visit www.otis.com and follow us on LinkedIn, YouTube, Instagram and Facebook @OtisElevatorCo.

 

FARMINGTON, Conn., January 15, 2026 /3BL/ – Otis (NYSE: OTIS), the world’s leading company for elevator and escalator manufacturing, installation and service, is making its successful Little Engineers program available everywhere the company does business.

What is Little Engineers?

Little Engineers is a hands-on, elevator-focused STEM education initiative designed to teach young students about the technology, safety and history of the elevator and escalator industry. Originally launched in Hong Kong SAR, more than 800 students across Greater China and the Asia Pacific regions have engaged in the Little Engineers program.

Where is it expanding?

Now, Otis is expanding the program globally, strengthening community engagement by empowering Otis colleagues to serve as Little Engineers volunteers, and motivating students to explore STEM fields early.

The program recently expanded to the Middle East. In Saudi Arabia, Otis volunteers partnered with the Jeddah Orphans Association to deliver meaningful STEM experiences to young learners. And in Sharjah, United Arab Emirates, volunteers led 50 students through the program at Sharjah Indian School.

What do the students do?

Through interactive lessons, hands-on projects and virtual adventures, primary school students can explore the science behind elevators and escalators, learn about vertical mobility technologies, and build mini elevators and pulley systems.

Why is it important?

The global expansion of Little Engineers supports Otis’ commitment to inspire youth around the world to become part of our dynamic industry, while reinforcing its dedication to safety, innovation, and community engagement.

“This global expansion reflects Otis’ commitment to engaging meaningfully in the communities we serve. Through initiatives like Little Engineers, we’re helping young people discover the excitement of STEM, gain a basic understanding of elevator systems and core technology and learn and practice safe-riding tips,” said Matt Turner, Vice President of Social Impact at Otis. “Programs like Little Engineers also allow us to introduce students to the human side of engineering – its creativity and real-world impact. It’s a way to spark interest early and share the passion that drives so many of our engineers today.”

How does Little Engineers compare with other Otis Social Impact programs?

Little Engineers complements Otis’ flagship social impact program, Made to Move Communities.™ While Made to Move Communities focuses on students ages 14 and older with innovation-driven problem solving, Little Engineers engages younger learners through hands-on exploration.

To learn more about the Little Engineers program and how Otis is investing in the future of vertical mobility, visit https://www.otis.com/en/us/our-company/social-impact.

About Otis

Otis gives people freedom to connect and thrive in a taller, faster, smarter world. The global leader in the manufacture, installation and servicing of elevators and escalators, we move 2.4 billion people a day and maintain approximately 2.4 million customer units worldwide – the industry’s largest Service portfolio. You’ll find us in the world’s most iconic structures, as well as residential and commercial buildings, transportation hubs and everywhere people are on the move. Headquartered in Connecticut, USA, Otis is 72,000 people strong, including 44,000 field professionals, all committed to manufacturing, installing and maintaining products to meet the diverse needs of our customers and passengers in more than 200 countries and territories. To learn more, visit www.otis.com and follow us on LinkedIn, YouTube, Instagram and Facebook @OtisElevatorCo.

 

As we reflect on the past year, the Beverage Industry Environmental Roundtable (BIER) would like to recognize and sincerely thank Nicolas Clerget, Global Director of Net Zero Carbon Strategy at HEINEKEN, for his outstanding leadership as BIER’s 2025 Steering Committee Chair.

Throughout his tenure, Nicolas brought an exceptional level of industry insight, strategic perspective, and deep engagement to BIER’s leadership. He demonstrated a rare ability to see both the immediate realities facing the beverage sector and the longer-term shifts shaping its future. His perspective consistently helped the Steering Committee and broader membership think more clearly and ambitiously about what meaningful progress looks like.

Nicolas was highly engaged with both the Steering Committee and the BIER team. He came to discussions well prepared, asked thoughtful, probing questions, and offered perspectives grounded in practical experience while remaining oriented toward long-term impact. He served as an invaluable sounding board, helping to pressure-test ideas, sharpen priorities, and ensure that conversations stayed focused on outcomes that matter.

Under Nicolas’s leadership, BIER advanced several vital initiatives that strengthened collaboration and extended the organization’s reach. This included supporting the organization of the BIER European Summit in Sevilla, which fostered deeper dialogue across the industry and created space for engagement beyond BIER’s core membership. Nicolas also encouraged outreach to non-BIER companies, helping broaden participation in industry platforms and reinforcing BIER’s role as a convening forum for shared learning and collective action.

Perhaps most notably, Nicolas brought a forward-thinking mindset to his role as Chair. He encouraged proactive dialogue around emerging issues and supported BIER’s efforts to begin shaping its 2030 roadmap, emphasizing the importance of pairing long-term vision with concrete goals. His leadership helped ensure that strategic discussions remained grounded in execution, accountability, and real-world impact.

Through his guidance, Nicolas helped foster a constructive, solutions-oriented culture within the Steering Committee, one where companies could engage candidly, align on priorities, and collaborate on shared challenges. His leadership reinforced BIER’s role as a trusted forum where members can collectively raise the bar for environmental performance across the beverage sector.

As BIER continues to build on nearly two decades of collaboration and impact, Nicolas’s stewardship in 2025 has strengthened the organization and positioned it well for the work ahead. His commitment, insight, and leadership have left a lasting mark on BIER and its community.

We are deeply grateful for Nicolas’s time, dedication, and thoughtful leadership. Thank you, Nicolas, for your service as Chair and for the meaningful contributions you have made to advancing environmental sustainability across the beverage industry.

The Beverage Industry Environmental Roundtable (BIER) is a technical coalition of leading global beverage companies working together to advance environmental sustainability within the beverage sector.

As we reflect on the past year, the Beverage Industry Environmental Roundtable (BIER) would like to recognize and sincerely thank Nicolas Clerget, Global Director of Net Zero Carbon Strategy at HEINEKEN, for his outstanding leadership as BIER’s 2025 Steering Committee Chair.

Throughout his tenure, Nicolas brought an exceptional level of industry insight, strategic perspective, and deep engagement to BIER’s leadership. He demonstrated a rare ability to see both the immediate realities facing the beverage sector and the longer-term shifts shaping its future. His perspective consistently helped the Steering Committee and broader membership think more clearly and ambitiously about what meaningful progress looks like.

Nicolas was highly engaged with both the Steering Committee and the BIER team. He came to discussions well prepared, asked thoughtful, probing questions, and offered perspectives grounded in practical experience while remaining oriented toward long-term impact. He served as an invaluable sounding board, helping to pressure-test ideas, sharpen priorities, and ensure that conversations stayed focused on outcomes that matter.

Under Nicolas’s leadership, BIER advanced several vital initiatives that strengthened collaboration and extended the organization’s reach. This included supporting the organization of the BIER European Summit in Sevilla, which fostered deeper dialogue across the industry and created space for engagement beyond BIER’s core membership. Nicolas also encouraged outreach to non-BIER companies, helping broaden participation in industry platforms and reinforcing BIER’s role as a convening forum for shared learning and collective action.

Perhaps most notably, Nicolas brought a forward-thinking mindset to his role as Chair. He encouraged proactive dialogue around emerging issues and supported BIER’s efforts to begin shaping its 2030 roadmap, emphasizing the importance of pairing long-term vision with concrete goals. His leadership helped ensure that strategic discussions remained grounded in execution, accountability, and real-world impact.

Through his guidance, Nicolas helped foster a constructive, solutions-oriented culture within the Steering Committee, one where companies could engage candidly, align on priorities, and collaborate on shared challenges. His leadership reinforced BIER’s role as a trusted forum where members can collectively raise the bar for environmental performance across the beverage sector.

As BIER continues to build on nearly two decades of collaboration and impact, Nicolas’s stewardship in 2025 has strengthened the organization and positioned it well for the work ahead. His commitment, insight, and leadership have left a lasting mark on BIER and its community.

We are deeply grateful for Nicolas’s time, dedication, and thoughtful leadership. Thank you, Nicolas, for your service as Chair and for the meaningful contributions you have made to advancing environmental sustainability across the beverage industry.

The Beverage Industry Environmental Roundtable (BIER) is a technical coalition of leading global beverage companies working together to advance environmental sustainability within the beverage sector.

The Rockwell Automation 2025 Sustainability Report showcases how the company is bringing together technology and manufacturing for a more sustainable tomorrow.

“As both a manufacturer and a trusted partner to industrial companies around the world, Rockwell is uniquely positioned to lead the transformation of operations through innovation and sustainability,” said Blake Moret, Chairman and CEO, Rockwell Automation. “Our technologies help customers reduce energy use, minimize waste, and lower emissions while improving productivity and quality. From smart machines and digital twins to advanced motion control and cybersecurity, our solutions are enabling manufacturers to meet their sustainability goals without compromising performance.”

The report reflects how Rockwell’s sustainability strategy is embedded across the business, from how the company designs and innovates, to how the company sources, manufactures, and delivers solutions to customers. It’s built around three core focus areas: Environment, Social, and Governance.

• Environment: Advancing energy and emissions management, designing products for sustainability, and building a responsible supply chain.
• Social: Creating a culture that empowers our people, prioritizes safety, and invests in the future workforce.
• Governance: Demonstrating integrity in everything Rockwell does—from cybersecurity and product safety to enterprise risk and ethical leadership.

The company drives outcomes that extend across stakeholders:

• Sustainable Customers: Enabling customers to meet their own sustainability goals through scalable, intelligent solutions.
• Sustainable Company: Working relentlessly to make Rockwell’s operations and culture even more safe, efficient, and responsible.
• Sustainable Communities: Investing in the places where employees live and work, creating lasting impact through education, workforce development, and environmental stewardship.

Our actions are grounded in measurable progress:

• Setting science-based targets to help deliver on emissions reductions.
• Investing in adaptation and resilience, climate-proofing supply chains.
• Scaling digital and AI solutions that unlock efficiencies and improve risk visibility.

“These efforts are not about checking boxes. They’re about building a more resilient business and creating long-term value,” said Emmanuel Guilhamon, Vice President, Sustainability, Rockwell Automation. “Sustainability is a growth strategy, and this report is our way of showing how that strategy comes to life.”

Read Rockwell’s 2025 Sustainability Report.

Read More

The Rockwell Automation 2025 Sustainability Report showcases how the company is bringing together technology and manufacturing for a more sustainable tomorrow.

“As both a manufacturer and a trusted partner to industrial companies around the world, Rockwell is uniquely positioned to lead the transformation of operations through innovation and sustainability,” said Blake Moret, Chairman and CEO, Rockwell Automation. “Our technologies help customers reduce energy use, minimize waste, and lower emissions while improving productivity and quality. From smart machines and digital twins to advanced motion control and cybersecurity, our solutions are enabling manufacturers to meet their sustainability goals without compromising performance.”

The report reflects how Rockwell’s sustainability strategy is embedded across the business, from how the company designs and innovates, to how the company sources, manufactures, and delivers solutions to customers. It’s built around three core focus areas: Environment, Social, and Governance.

• Environment: Advancing energy and emissions management, designing products for sustainability, and building a responsible supply chain.
• Social: Creating a culture that empowers our people, prioritizes safety, and invests in the future workforce.
• Governance: Demonstrating integrity in everything Rockwell does—from cybersecurity and product safety to enterprise risk and ethical leadership.

The company drives outcomes that extend across stakeholders:

• Sustainable Customers: Enabling customers to meet their own sustainability goals through scalable, intelligent solutions.
• Sustainable Company: Working relentlessly to make Rockwell’s operations and culture even more safe, efficient, and responsible.
• Sustainable Communities: Investing in the places where employees live and work, creating lasting impact through education, workforce development, and environmental stewardship.

Our actions are grounded in measurable progress:

• Setting science-based targets to help deliver on emissions reductions.
• Investing in adaptation and resilience, climate-proofing supply chains.
• Scaling digital and AI solutions that unlock efficiencies and improve risk visibility.

“These efforts are not about checking boxes. They’re about building a more resilient business and creating long-term value,” said Emmanuel Guilhamon, Vice President, Sustainability, Rockwell Automation. “Sustainability is a growth strategy, and this report is our way of showing how that strategy comes to life.”

Read Rockwell’s 2025 Sustainability Report.

Read More

Originally published on Guiding Stars Health & Nutrition News

by Kitty Broihier

Have you noticed that protein’s popularity shows no signs of slowing? It seems everywhere you look there’s a social media post, commercial, or diet program touting the importance of protein and why you should be getting more of it. And don’t get me started on the proliferation of protein-enhanced packaged food products on the shelves these days. Do we really need more protein? Is this pro-protein stance just a marketing gimmick? Let’s take a look at what science says about protein versus the hype.

Claim: Everyone Needs More Protein

A high-protein diet is often portrayed as being universally beneficial, but the truth is more nuanced. Protein is an essential nutrient. We all need to consume it daily for a variety of functions, but are we all lacking protein? Not exactly. The Recommended Dietary Allowance (RDA) of protein is set low (at the minimum needed daily to prevent malnutrition in most healthy adults). Most American adults at least meet that amount, according to the U.S. Dietary Guidelines. And certain groups, such as males age 19 – 60, are exceeding that amount.

There is a growing call to increase the RDA for protein, however, which hasn’t changed since 2005. This adjustment would help account for more accurate methods of measuring the use of protein in the body. There is also new science showing that certain groups need more than the minimum amounts to meet their metabolic needs. They include people who are pregnant or breastfeeding, older adults, young children, and people who are physically active. Anyone in one or more of these categories may require substantially higher amounts of protein than the current RDA dictates.

Verdict: The claim that everyone needs more is hype. However, some people likely do need more. Protein needs are not a one-size-fits-all situation. Your actual needs will vary according to your age, health status, activity levels, and health goals. Consider talking with your physician or consulting with a registered dietitian if you’re concerned that you might not be getting enough protein in your diet.

Claim: Eating Animal Protein Is the Best Way to Meet Protein Needs

Carnivore diet proponents push us to eat more and more animal protein (often to the exclusion of other foods). They base their arguments on the fact that animal proteins are complete proteins. This means that animal proteins contain all the amino acids your body needs.

Plant proteins, on the other hand, are considered incomplete. Nevertheless, it is possible to get all the protein you need each day from plant sources. What’s more, plant sources of protein are not associated with the increased cardiovascular risks of animal proteins. Also, plant-based proteins such as nuts, seeds, legumes, soy products, whole grains, and vegetables beat animal-based proteins in health-promoting benefits. For example, they include more fiber, less saturated fat, and a variety of beneficial phytonutrients.

Verdict: Animal proteins are not necessary to meet protein requirements—that’s hype. And red meat and processed meats especially link with negative health outcomes. Experts recommend varying your protein sources, and when you do have animal proteins, choose lower-fat options to minimize risk. Shifting your diet to achieve more balance between animal and plant proteins is a smart health move. Check out the wide selection of Guiding Star-earning plant-based recipes here.

Claim: Consumers Need More Protein-Packed Food Options

Many consumers report increasing their protein consumption in recent years. According to a recent survey by the International Food Information Council, considering whether a food is a “good source of protein” is now a primary selection factor. And 70% of these survey respondents said they are actively trying to consume more protein. So it’s no surprise that food manufacturers are offering up more options featuring pumped-up protein levels.

Nutritional need doesn’t necessarily drive the quest for more protein, that’s clear. The increased consumer interest likely has at least several drivers, including:

• Media and social media promotion of higher-protein diets
• Increasing use of GLP-1 medications
• Weight loss and/or fitness goals

Guiding Stars does not include protein as one of the factors by which we assign star ratings. Protein varies widely by food group, and a lower-protein food is not necessarily less nutritious than one with more protein. And it’s the goal of Guiding Stars to lead you to nutrient-dense foods, not just protein-rich ones. (For more on Guiding Stars’ take on protein, check out this post.)

Verdict: This is true—consumers do want more protein-packed foods. But let’s keep in mind that eating more protein-enhanced foods isn’t necessary for eating adequate protein. There’s no nutritional need for toaster pastries and candy bars with added protein, and these kinds of foods aren’t suddenly super healthy because they have a few grams of added protein. Getting enough protein means having enough of this macronutrient in your overall diet, not relying on specific foods to do the heavy lifting.

About Guiding Stars

Guiding Stars is an objective, evidence-based, nutrition guidance program that evaluates foods and beverages to make nutritious choices simple. Products that meet transparent nutrition criteria earn a 1, 2, or 3 star rating for good, better, and best nutrition. Guiding Stars can be found in more than 2,000 grocery stores and through the Guiding Stars Food Finder app.

Image by Freepik

Malvern, PA – Thursday, January 15, 2026 /3BL/ – Saint-Gobain is proud to announce it has been recognized by the Top Employers Institute as a Global Top Employer 2026, a distinction the company has held for 11 consecutive years in recognition of its commitment to fostering a strong and welcoming workplace for all. The company is one of only 17 organizations worldwide to achieve the prestigious Certification, demonstrating excellence in care for employees across its global operations. This renowned distinction also extends to Saint-Gobain’s operations in the North America region, in both the United States and Canada.

“It is with great honor and pride that we receive this important international recognition. While we celebrate this achievement for the eleventh year in a row, we do not take it for granted and we continue to work relentlessly every day to foster a workplace culture where all can thrive,” highlights Magda Dexter, Senior Vice President, Human Resources and Communications, Saint-Gobain North America. “At Saint-Gobain, we believe in elevating our people through Trust, Empowerment, and Collaboration, because when our employees lead, we all grow together: personally, professionally, and as an organization.”

This achievement reflects Saint-Gobain’s shared purpose, its well-defined culture of Trust, Empowerment, and Collaboration (TEC), combined with strong leadership alignment, which drives business performance, employee engagement and growth.

Active in 125 countries/regions, Top Employers Institute is the global authority in Human Resources Certification, benchmarking and advisory. Its Program certifies organizations based on the results of its HR Best Practices Survey, which covers six domains including People Strategy, Work Environment, Talent Acquisition, Learning, Diversity, Equity & Inclusion, and Wellbeing.

Saint-Gobain North America, a dynamic work environment in a growing business

There is no better time to join the 18,000 employees of Saint-Gobain North America that work every day towards fulfilling the meaningful purpose of Making The World a Better Home. With the recent launch of Saint-Gobain’s new five-year strategy, Lead & Grow, the company remains committed to its growth in North America:

• Since 2020, Saint-Gobain has invested nearly $7 billion in acquisitions, capacity expansions and other growth projects in North America. These investments include large expansions in gypsum and roofing plants in the southern United States as well as significant acquisitions in Canada.
• To help grow local talent, in fall 2025 Saint-Gobain launched Sustaining Futures, Raising Communities, a manufacturing workforce development program for high-school students with the goal to bring visibility to manufacturing as a valuable and rewarding career path.
• Recently completed, the major expansion at Saint-Gobain’s CertainTeed Gypsum plant in Palatka, Florida makes the site the largest gypsum wallboard facility in the world, doubles production capacity and will create 110 new jobs.
• In September, the Group finalized its world-class expansion and sustainable upgrade project at its CertainTeed Gypsum plant in Sainte-Catherine, Quebec, transforming the facility into North America’s first zero-carbon (scopes 1 and 2) gypsum wallboard plant and the largest of its kind in the world.

Career opportunities at Saint-Gobain

At Saint-Gobain North America, the catalyst behind our progress is our remarkable team, and we take pride in every member. We invest in our people with robust benefits, career development programs, manufacturing job training, internal growth opportunities and unfettered support.

With over 160 locations across North America, there is an opportunity waiting for you at Saint-Gobain. Join a workplace where you belong, today: saint-gobain-northamerica.com/careers.

About Saint-Gobain

Worldwide leader in light and sustainable construction, Saint-Gobain designs, manufactures and distributes materials and services for the construction and industrial markets. Its integrated solutions for the renovation of public and private buildings, light construction and the decarbonization of construction and industry are developed through a continuous innovation process and provide sustainability and performance. The Group, celebrating its 360th anniversary in 2025, remains more committed than ever to its purpose “MAKING THE WORLD A BETTER HOME”.

€46.6 billion in sales in 2024

More than 161,000 employees, locations in 80 countries

Committed to achieving net zero carbon emissions by 2050

Contact for media only:
Peter Clark
Senior Public Relations Manager, Saint-Gobain North America
peter.clark@saint-gobain.com
603-513-8513

 

The Dominican Republic is often framed through the lens of tourism. But behind the beaches, the country has built something far more industrial — a globally connected, export-driven life sciences engine that is now shaping nearshoring decisions across the Americas.

Over the past two decades, the Dominican Republic has steadily attracted medical device and pharmaceutical manufacturing into its network of free zones, supported by predictable incentives, proximity to the U.S., and a growing base of skilled technical talent. A recent U.S. International Trade Commission (USITC) executive briefing notes that government support for free trade zones has been central to this success, with dozens of industrial parks hosting hundreds of companies — and a large share of free zone exports tied to pharmaceuticals and medical instruments.

Now, the country’s next chapter is taking shape at the Port of Caucedo — where DP World’s planned Special Economic Zone (SEZ) expansion is designed to create a new, integrated logistics-industrial ecosystem that is well-positioned to serve high-value, time-sensitive sectors like medtech.

The free zone playbook that turned policy into production

The Dominican Republic’s rise did not happen by accident. It was built through deliberate industrial policy — especially the expansion of free zones that lowered barriers for global manufacturers and helped create “plug-and-play” operating environments.

By 2023, the country had 87 industrial parks and 820 companies operating in free trade zones, according to the USITC briefing. Those zones are not limited to one sector, but life sciences has become a defining strength. Dominican Republic Free Zones (the National Free Zones Council’s platform) describes the medical device sector as a major export driver, with 40+ manufacturers and 35,000+ direct jobs, noting that medical device manufacturing represents 31% of all Free Zone exports and US$2.6billion in 2023 alone.

That scale matters because medtech manufacturing is operationally demanding, requiring regulated inputs, validated processes, cleanroom standards, and strict traceability expectations. Countries that win in medtech tend to pair incentives with execution — e.g., consistent rules, reliable utilities, quality systems’ maturity, and a workforce that can support precision manufacturing.

Why global medtech firms keep choosing the Dominican Republic

As the sector matured, the country became more than a low-cost assembly destination. It evolved into a manufacturing base that global companies could expand within.

Multiple sources point to the depth of the Dominican Republic’s medtech footprint, including the presence of major global manufacturers operating in-country.

Just as importantly, the Dominican Republic’s location supports speed-to-market. Manufacturers serving North American customers can reduce transit time and inventory pressure compared with longer Asia-based supply chains, while still operating within an established export platform.

Trade frameworks have helped reinforce that advantage. The Dominican Republic participates in CAFTA-DR, the free trade agreement linking the U.S., the Dominican Republic, and several Central American countries. For exporters, that can support more predictable access and streamlined cross-border trade — an increasingly valuable attribute in an era where supply chains are being redesigned for resilience, not just cost.

Skilled labor, quality culture, and the “second-order” advantages

Medtech growth tends to compound. Once a few anchor companies establish operations, they bring suppliers, auditors, and specialized service providers with them. Over time, that creates second-order advantages that are hard to replicate quickly elsewhere:

• A deeper talent pool trained in regulated manufacturing environments
• Shared supplier ecosystems for packaging, plastics, sterilization, and components
• Quality and compliance familiarity that improves ramp-up times for new facilities
• A reputation flywheel that reduces perceived risk for new entrants

This is how “under-the-radar” hubs become durable. The Dominican Republic is no longer emerging — it is scaling.

The next opportunity: a port-to-zone model built for high-value manufacturing

As the country’s medtech base grows, the next constraint often becomes logistics: speed, reliability, storage, and integration across inbound materials and outbound finished goods.

That is where the next phase of development for DP World’s operations at the Port of Caucedo becomes strategically relevant.

In May 2025, DP World signed a historic agreement with the Dominican government to expand the Port of Caucedo and the adjacent Free Trade Zone, increasing terminal handling capacity and developing 225 hectares of integrated logistics and industrial infrastructure as part of an ESG-driven SEZ.

The planned SEZ includes new industrial buildings and a multimodal logistics network intended to attract manufacturers looking for a turnkey environment — and it is being positioned specifically to support nearshoring demand.

For medtech manufacturers, the value of this model is straightforward:

• Faster, simpler movement between production, storage, and export gateways
• Reduced dwell time for high-value inputs and finished goods
• Better visibility and control across inventory, documentation, and handoffs
• A platform for value-added logistics, including kitting, postponement, and specialized handling

And because medtech is often built around service levels and reliability (not just unit cost), an integrated port-SEZ ecosystem can be a competitive advantage in its own right.

Workforce development that keeps pace with advanced manufacturing

Manufacturing growth is only as durable as the talent pipeline behind it. DP World’s planned expansion emphasizes workforce development through the DP World Academy and other higher education partnerships, with training designed to build logistics and supply chain competencies aligned to future demand.

For medtech companies, that focus is not peripheral — it is core. As facilities become more automated and compliance expectations rise, the labor market must keep pace with new roles in quality systems, equipment maintenance, planning, and specialized warehousing.

Why this matters now for nearshoring decision-makers

The nearshoring conversation is no longer theoretical. Procurement leaders and operations executives are actively rebalancing footprints to reduce risk, improve responsiveness, and control landed cost volatility.

The Dominican Republic offers a compelling mix: an established free zone platform, a growing medtech manufacturing base, proximity to the U.S., and a trade framework that supports export momentum.

DP World’s planned SEZ expansion builds on those national strengths — creating infrastructure designed to connect advanced manufacturing directly to a high-performance trade gateway, while embedding sustainability, workforce readiness, and long-term competitiveness into the model.

A quiet giant — becoming harder to ignore

For years, the Dominican Republic’s medtech rise has been a “quiet” story: visible to operators in the sector, less visible to broader audiences. But the underlying fundamentals are now large enough — and strategic enough — that they are changing how companies think about manufacturing placement in the Americas.

As the country moves into its next phase, the opportunity is not just to manufacture more devices. It is to build a deeper, faster, more integrated ecosystem — where medtech firms can produce at scale, ship with speed, and operate with the predictability that regulated industries require.

And with the next phase of development planned for DP World, the Dominican Republic’s medtech story may not stay quiet for much longer.

Learn more about DP World’s port and economic zone operations in the Dominican Republic

Malvern, Pennsylvanie – Le jeudi 15 janvier 2026 /3BL/ – Saint-Gobain est fier d’annoncer qu’il a été reconnu par le Top Employers Institute comme Global Top Employer 2026, une distinction que l’entreprise détient depuis 11 années consécutives en reconnaissance de son engagement à offrir un environnement de travail motivant et accueillant pour tous. L’entreprise fait partie d’un groupe de seulement 17 organisations dans le monde à obtenir cette prestigieuse certification, démontrant son niveau d’excellence dans l’attention portée à ses collaborateurs à travers l’ensemble de ses opérations mondiales. Cette distinction renommée s’étend également aux activités de Saint-Gobain en Amérique du Nord, tant aux États-Unis qu’au Canada.

« C’est avec un immense honneur et une grande fierté que nous recevons cette importante reconnaissance internationale. Bien que nous célébrions cette réussite pour la onzième année consécutive, nous ne la considérons jamais comme acquise et nous continuons à travailler sans relâche chaque jour pour instaurer une culture d’entreprise où chacun peut s’épanouir », souligne Magda Dexter, Vice-présidente principale, Ressources Humaines et Communications, Saint-Gobain Amérique du Nord. « Chez Saint-Gobain, nous croyons au développement de nos collaborateurs grâce à la Confiance, l’Autonomisation et la Collaboration, car lorsque nos employés prennent les devants, nous avançons tous ensemble : sur le plan personnel, professionnel et en tant qu’organisation. »

Cette réussite reflète la raison d’être de Saint-Gobain, sa culture profondément ancrée dans la Confiance, l’Autonomisation et la Collaboration (la culture TEC), le tout guidé par un leadership fort, qui stimule la performance de l’entreprise, l’engagement des collaborateurs et la croissance.

Actif dans 125 pays et régions, le Top Employers Institute est l’autorité mondiale en matière de certification, d’évaluation comparative et de conseil en ressources humaines. Son programme certifie les organisations sur la base des résultats de son enquête sur les meilleures pratiques RH, qui couvre six domaines : Stratégie RH, Environnement de travail, Acquisition des talents, Formation, Diversité, Équité et Inclusion, ainsi que le Bien-être.

Saint-Gobain Amérique du Nord, un environnement de travail dynamique au sein d’une entreprise en pleine croissance

Il n’y a jamais eu de meilleur moment pour rejoindre les 18 000 employés de Saint-Gobain Amérique du Nord qui œuvrent chaque jour à concrétiser notre raison d’être : Faire du monde une maison plus belle et plus durable. Avec le lancement récent de la nouvelle stratégie quinquennale de Saint-Gobain, Lead & Grow, l’entreprise réaffirme son engagement envers sa croissance en Amérique du Nord :

• Depuis 2020, Saint-Gobain a investi près de 7 milliards de dollars dans des acquisitions, des expansions et d’autres projets de croissance en Amérique du Nord. Ces investissements comprennent d’importantes expansions d’usines de panneaux de gypse et de toiture dans le sud des États-Unis ainsi que des acquisitions majeures au Canada.
• Pour soutenir le développement des talents locaux, Saint-Gobain a lancé à l’automne 2025 le programme Sustaining Futures, Raising Communities, une initiative de formation pour les élèves du secondaire visant à faire connaître la fabrication comme une voie professionnelle valorisante et épanouissante.
• Complétée récemment, la grande expansion de l’usine de gypse CertainTeed à Palatka, en Floride, fait de ce site la plus grande usine de panneaux de gypse au monde, double sa capacité de production et créera 110 nouveaux emplois.
• En septembre, le Groupe a finalisé son projet d’expansion et de modernisation durable de classe mondiale à l’usine de gypse CertainTeed de Sainte-Catherine, au Québec, transformant cette installation en la première usine nord-américaine de panneaux de gypse zéro carbone (portées 1 et 2) et la plus grande de son genre au monde.

Des occasions de carrière chez Saint-Gobain

Chez Saint-Gobain Amérique du Nord, notre croissance est propulsée par notre équipe exceptionnelle, et nous sommes fiers de chacun de ses membres. Nous investissons dans nos collaborateurs grâce à des avantages sociaux complets, des programmes de développement de carrière, des formations aux différents métiers de la fabrication, des occasions de croissance interne et un soutien en tout temps.

Avec plus de 160 sites à travers l’Amérique du Nord, une opportunité vous attend chez Saint-Gobain. Rejoignez dès aujourd’hui un environnement où vous avez votre place : saint-gobain-northamerica.com/careers.

À propos de Saint-Gobain

Leader mondial de la construction durable, Saint-Gobain conçoit, produit et distribue des matériaux et services pour les marchés de l’habitat et de l’industrie. Développées dans une dynamique d’innovation permanente, ses solutions intégrées pour la rénovation des bâtiments publics et privés, la construction légère et la décarbonation du monde de la construction et de l’industrie apportent durabilité et performance. Le Groupe, qui fête en 2025 ses 360 ans, est plus que jamais guidé par sa raison d’être FAIRE DU MONDE UNE MAISON PLUS BELLE ET PLUS DURABLE.

46,6 milliards d’euros de chiffre d’affaires en 2024 
Plus de 161 000 collaborateurs, présence dans 80 pays 
Engagé à être zéro émission nette de carbone d’ici 2050

Contact pour les médias seulement:
Alexandre Lainesse
Responsable des relations publiques, Canada, Saint-Gobain Amérique du Nord
alexandre.lainesse@saint-gobain.com
514-973-1187