Tag: 3BL

In the latest effort to make cotton data more accessible and available, cotton programs have released an LCA position paper, with Cascale contributing additional expertise.

Together, Better Cotton, Cotton Australia, Cotton Incorporated, and U.S. Cotton Trust Protocol commissioned the report, with Cascale, Cotton Research and Development Corporation, and Textile Exchange as contributors. EarthShift Global, LLC prepared the report, “From Data to Impact: How to Get Cotton LCAs Right” which zeroes in on the importance of proper use and interpretation of cotton LCA data, especially in the context of differing growing regions and methodological parameters.

Cascale’s Joël Mertens, head of Higg Product Tools at Cascale, outlined the problem. “What can I really claim in terms of making change happen?” It is one thing to say, “This is my footprint,” and another to claim that switching from cotton to another fiber or blend has helped improve climate change or water scarcity. This last piece in particular is the one that is misleading. The approach that moves the sector forward is fixing the supply change instead of ignoring the problem by going somewhere else without moving the state of play.”

The work followed a joint workstream within Cascale: the Higg MSI Methodology Cotton Expert Team, to help collaboratively address cotton data gaps. The 40-page report captures a number of nuances, challenges, and positive indicators for change, hoping to help guide sustainability managers, policymakers, cotton programs, and growers.

”Real progress will come from investment in farmer-centered improvements backed by science and transparency, aligning around responsible use of LCAs,” read a line from the report’s summary.

Readers can find the report and press release on Better Cotton’s website.

Listen: Cascale’s “Source of Good” podcast featuring Jesse Daystar!

Over two years, 620 days, and countless miles, laps, and hills later – she did it.

Ariana Luterman has set the world record as the fastest female to complete six Ironman Triathlons on six continents in one year. An extraordinary feat – and yet, for those who know her story, not a surprise. 

Ariana’s path began long before this record-breaking year. Her training started at just seven years old. By twelve, she founded Team Ariana, turning her passion for triathlon into a mission to support homeless children in Dallas, Texas.

Like the entrepreneurs GoDaddy champions every day, Ariana’s journey has been defined by grit, resilience, and purpose. 

Despite setbacks and obstacles, she stayed the course in pursuit of her dream – the same way entrepreneurs and small business owners press forward with theirs. GoDaddy provides the tools, guidance, and community that help them persevere, and congratulates Ariana on her remarkable achievement. 

Ariana may have crossed the finish line. But for her, and for every dreamer daring to push beyond limits, this is only the beginning.

 About GoDaddy 

GoDaddy helps millions of entrepreneurs globally start and scale their businesses. People come to GoDaddy to name their idea, build a website and logo, sell their products and services, and accept payments. GoDaddy Airo^®, the company’s AI-powered experience, makes growing a small business faster and easier by helping them to get their idea online in minutes, drive traffic and boost sales. GoDaddy’s expert guides are available 24/7 to provide assistance. To learn more about the company, visit www.GoDaddy.com 

Published by Action Against Hunger.

Contact media@actionagainsthunger.org for inquiries.

• Action Against Hunger currently has over 2,000 food parcels awaiting entry in Amman and hundreds of staff members are on the ground in Gaza prepared to scale up operations the moment access is granted.
• Action Against Hunger stresses the urgency of transforming this lifesaving opportunity into a permanent ceasefire.

October 9, 2025 /3BL/ – After more than two years of starvation, displacement, and extreme violence resulting from Israeli military operations in Gaza, today’s announcement of a ceasefire agreement offers a long-awaited flicker of respite. Action Against Hunger stresses the urgency of transforming this lifesaving opportunity into a permanent ceasefire – one that includes the release of hostages and detainees and guarantees unrestricted access into and within Gaza.

“The halting of hostilities alone will not save lives,” said Manuel Sanchez-Montero, Action Against Hunger’s CEO. “Our teams must be granted immediate and safe access to all areas of Gaza to reach families who have been cut off from food, water, and medical care for weeks.”

Very little, if any, food or humanitarian aid has entered North Gaza or Gaza City governorates in recent weeks, where famine is spreading rapidly. Action Against Hunger teams stand ready to respond – as they did just hours after the January 2025 ceasefire – but conditions today are far more severe. Destruction is deeper, hunger is sharper, and recovery will take much longer. “We stress the importance of making every effort to implement the agreement as quickly and effectively as possible – we have aid ready to go in as of tomorrow, and it is much needed,” added Sanchez-Montero.

Action Against Hunger currently has over 2,000 food parcels awaiting entry in Amman and hundreds of staff members are on the ground in Gaza prepared to scale up operations the moment access is granted.

“We take this moment to honor the tens of thousands of people who were killed before they could see this cause for hope, including some of our own colleagues,” said Sanchez-Montero. “Our teams will continue their mission in their memory – to save lives with dignity and compassion.”

Action Against Hunger also warns that violence and displacement in the West Bank must not be ignored. During the last temporary ceasefire, Israeli military operations displaced more than 40,000 people in the northern West Bank, marking the largest mass displacement there since 1967.

Action Against Hunger calls upon the international community to seize this moment to ensure that the ceasefire leads to a lasting solution that supports the unrestricted flow of humanitarian aid to all families in need and takes steps toward a meaningful Palestinian-led reconstruction process.

***

Action Against Hunger leads the global movement to end hunger. We innovate solutions, advocate for change, and reach 26.5 million people every year with proven hunger prevention and treatment programs. As a nonprofit that works across over 55 countries, our 8,500+ dedicated staff members partner with communities to address the root causes of hunger, including climate change, conflict, inequity, and emergencies. We strive to create a world free from hunger, for everyone, for good.

The best leaders are the ones who aim to inspire others to lead, like forklift aficionado and CertainTeed Shift Supervisor Rhonda Clink in Athens, GA!

Saint-Gobain is an industry leader with thousands of talented team members who are dedicated to one unified purpose: Making the World a Better Home. With more than 160 manufacturing facilities throughout the United States and Canada, there are so many robust and fulfilling career opportunities available. You’ll have the opportunity to work with colleagues from a wide range of businesses, cultures, and experiences.

About Success in the Making

Anyone can be a manufacturer! Whether you are just starting out or transitioning your career path, the manufacturing industry presents opportunities for success. Saint-Gobain North America’s Success in the Making series features the stories of team members who built their careers in manufacturing and thrived!

Watch the full Success in the Making series on YouTube.

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

Verizon

For some teens, a blank computer screen isn’t very daunting; but for these diverse learners — struggling with dyslexia, ADHD and other executive functioning skills — even writing one sentence can be tough.

Graff knows that feeling. Diagnosed with ADHD and dyslexia at a young age, she remembers the sting of being written off. 

“As a student, I felt I had to work 10 times harder than everybody else,” she recalls. “Things just didn’t come easily to me.”

Now a special education teacher at Chicago’s Lake View High School, Graff wants to be the teacher she never had: one who can adapt the curriculum to her students’ strengths and help them find the path to becoming independent, confident adults.

Assistive technology is central to that approach. For one student, it’s dictating ideas through speech-to-text instead of struggling at the keyboard. For another, it’s breaking down complex assignments into smaller, achievable goals.

“Technology helps make content accessible for diverse learners,” she says. “As a teacher, we have to teach very rigorous skills like finding main ideas and writing claims,” she says. “If we didn’t have online tools like AI, spellcheck and text-to-speech, our diverse learners wouldn’t be able to access the content.”

Through Verizon Innovative Learning HQ’s professional development resources, Graff has refined how she blends tech and traditional teaching methods. “With the Verizon model, you’re not using technology every single day. You’re gradually building technology into your classroom so that students who need a blend of using technology and using paper-based materials can have that,” she says.

“It’s all about meeting students where they are,” she explains. “Utilizing supports such as graphic organizers, sentence starters and visuals paired with text that help reach all learners no matter if they have a disability or not.” 

That morning, essays took shape. One student explored the role of religion in her life; another explained how taking care of her siblings impacted her childhood.

“Do you want to use speech to text?” Graff asks Sheily Avelino-Gomez, one of her students who is more comfortable talking out her ideas rather than typing them. “Yes,” replies Sheily with a smile.

By the end of class, the students were much closer to having a complete essay than at the start. A couple of them used assistive technology; others shared their ideas with Graff by their side.

“The Verizon Innovative Learning resources have helped me become more flexible in my teaching,” says Graff. “That flexibility and patience helps students understand I don’t just value the content they’re learning; I value them as humans and that I’m meeting their learning needs in the classroom.”

Verizon Innovative Learning is a key part of the company’s responsible business plan to help move the world forward for all. As part of the plan, Verizon has an ambitious goal of providing 10 million youth with digital skills training by 2030. Educators can access free lessons, professional development and immersive learning experiences to help bring new ways of learning into the classroom by visiting Verizon Innovative Learning HQ. 

This blog is part of our focus on Cisco employees who are “Striving for Sustainability” by finding opportunities to integrate sustainability in their day-to-day work.

At Cisco, we are designing our products and packaging with circularity in mind, aligning them to our Circular Design Principles. Circular design means designing products and systems that enable reuse, minimize environmental impacts, drive innovation, and realize value for our stakeholders.

That’s where Tom Jackson comes in. Tom is the Senior Director of Supply Chain, Computing Systems, & Product Packaging, and Executive Sponsor of Circular Design at Cisco. His passion for sustainability is rooted in a lifelong love of the outdoors and shaped by visits to nearly 45 U.S. national parks. Learn more about how this has led to a career in advancing circular design:

How have your previous roles influenced your interest and involvement in circular design?

Tom: I think my previous roles really prepared me for this by giving me an outsider’s perspective. I’ve had around eleven different careers here at Cisco over my 25 years. I started early on in test development engineering, then moved into broadband cable routing, fixed microwave wireless systems, and later worked as a program manager. So I’ve had experience across a huge variety of businesses and operating models.

I brought deep experience in taking products from ideation to mass production, which proved valuable in sustainability because I understood how things get done at Cisco. Our sustainability experts taught me the principles and priorities, and my role was to systematically embed circular design into Cisco’s product development process, using my network to build the initial team and launch circular design. Changing 30 years of “how we’ve always done it” was no small feat, but we made progress — and this work will never truly end, as we’ll always be looking for what’s next.

Why is circular design important at Cisco?

Tom: What’s different about Cisco’s approach to circular design is that we’ve built a complete system. We have a process, guiding principles, training, a scoring methodology — and, most importantly, full buy-in from the design, new product introduction (NPI), and supply chain communities. It’s truly embedded into our business and is now just part of how we release every product.

This isn’t something we want to keep to ourselves. We’re all on the same planet, and progress on circularity only matters if everyone moves forward together. That’s why we’re transparent about our approach, openly sharing details about where we’re headed next.

To me personally, I think we all have that intrinsic drive — when we see the misuse of materials, or products not being made with recycled or recyclable materials. I love the movie Wall-E, and I don’t want my kids or grandkids to end up living on Wall-E’s trash planet. But honestly, that’s the direction the world was heading with its old linear cycle of “design, make, dispose.”

There were also some real “aha” moments. For example, we were doing a Cisco building refresh, which included updating the networking equipment in one of the labs. The amount of packaging waste that came from installing hundreds of Cisco products in a single day was eye-opening. That was a real catalyst for me — thinking about the thousands of customers who experience this as well.

Another big catalyst has been the way the market and our customer base are evolving. Brand value is often tied to sustainability now — being seen as a circular company really matters. When we’re responding to a request for quotation (RFQ) and can show we’re more sustainable than our competitors, that can be a real differentiator. In places like Europe, it’s becoming table stakes for customers and a focus of policymakers to emphasize recycled IT products and recycled material origins. So, it’s just good business, in my opinion.

How have engineers at Cisco responded to this type of initiative?

Tom: We’ve really altered our DNA — we’re different now in how we design things. When we first started this journey, there was a massive amount of reluctance and skepticism.

Training was key to overcoming that reluctance. We didn’t want it to be just another mandatory training. We knew it had to be interactive and engaging, something that would really draw people in and help them understand the principles. I loved choose-your-own-adventure books as a kid, so we modeled the training after them. Your choices reveal downstream effects, helping designers see how their decisions — like including every possible accessory — can create waste.

Then we introduced a scoring methodology, so every new product and packaging at Cisco could be scored against these principles. A product needs at least 75 points to be released. That really gamified the process. Our engineers and designers are competitive people, so it sparked this energy. We even added an innovation section where you could earn bonus points for coming up with new circular design ideas.

The design community’s creativity has been extraordinary — from making accessories opt-in to reduce waste, to eliminating paint and single-use plastic, using recycled materials, and rethinking packaging. We’ve seen big strides in power management, modularity, and product longevity. Once Cisco’s design engineers and architects understood the principles and what was at stake, they took off, delivering innovative ideas that exceeded our expectations. All credit goes to them — they’ve truly made it happen.

What is the most rewarding aspect about working in circular design?

Tom: Besides the amazing work from Cisco’s people, it’s about seeing the tangible outcomes. It’s one thing to score your products and have the data, but it’s another to look at the downstream impact these efforts are having. We continue to work on reducing plastics in our products. We used to include foam with many products’ packaging, but we’ve made good progress on our goal to reduce foam in product packaging by 75% (by weight) by FY25. We’ve also seen a 90%+ reduction in single-use plastic bags on accessories as well as changed default accessory options based on customer feedback, eliminating a ton of unnecessary waste.

There are real bottom-line benefits, too. Eliminating waste, unnecessary accessories, and cosmetic features has saved costs while improving sustainability. For example, eliminating oil-based wet paint from products not only reduced volatile organic compounds (VOCs) but also cut out extra logistics, labor, and waste. Most of our products live in racks in data centers — no one sees them — so there’s no need for unnecessary paint or decorative features.

Overall, it’s been an evolution. Five years ago, a lot of these goals felt daunting. We didn’t know how we’d move away from certain packaging, but with trial and error, we figured it out. And we’re seeing the industry follow. When we started, we had to create our own recycled plastic supply, but now there are plenty of vendors. Now the industry is moving in this direction and we’re proud to be leading the charge.

Read more about Cisco’s Circular Transformation on our Purpose Reporting Hub.

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One initiative connected to Henkel’s partnership with U.S. Soccer is hosting American Youth Soccer Organization (AYSO) clinics to help bring soccer to communities where long-term youth sports programming is limited. Henkel’s ongoing investment in AYSO supports their mission and vision to develop and deliver quality youth soccer programs that enrich children’s lives. Read on for more details.

Henkel teamed up with U.S. Soccer and the American Youth Soccer Organization (AYSO) to host free youth soccer clinics near Henkel offices in Bridgewater, NJ and Stamford, CT.  Through the dedication of AYSO coaches and Henkel volunteers, these events were much more than an afternoon of drills and games — they were celebrations of community, inclusion, and opportunity.

AYSO clinics are part of a growing initiative to expand access to soccer in communities where long-term youth sports programming is limited. Henkel believes in the power of youth sports to provide well-rounded benefits in physical health, academic performance, and important social skills like teamwork and confidence. By breaking down barriers to participation such as cost, equipment, and transportation, Henkel, U.S. Soccer, and AYSO aim to ensure that every child has the chance to play, grow, and thrive through sport.

Gearing Up for Success 

The clinics welcomed nearly 100 young athletes into vibrant hubs of energy, teamwork, and support.

• Children of all skill levels participated in coach-led drills and team-based activities designed to introduce them to the sport in a fun and accessible way.
• Henkel employees on-site acted as volunteers on the field and behind the scenes, guiding and cheering on the athletes, encouraging teamwork, and helping to make the day unforgettable.
• Each child left with their own soccer ball and t-shirt, a bag filled with samples from Henkel’s trusted family of brands, and a boxed meal — but more importantly, they left with a sense of belonging and the spark of possibility.

Following the clinics, AYSO provides opportunities for participants to continue engaging with soccer, ensuring that a spark has the ability to turn into a long-term love of the game.

Community Impact Matters

In addition to these sponsored clinics, Henkel’s multi-year partnership with U.S. Soccer and ongoing investment in AYSO supports their mission and vision to develop and deliver quality youth soccer programs that enrich children’s lives. In addition to traditional on-field programming, AYSO provides online education, community outreach, tournaments, special events, management training, and more across the country.

The lifelong connections to soccer that are foundational to AYSO and these clinics foster unity, pride, and engagement not only for participants and their families but for the Henkel employees who are able to give back. With Henkel and U.S. Soccer committed to expanding these efforts, more communities will soon experience the empowerment that comes from learning a new skill, making a friend, and being part of a team.
 

DALLAS, October 9, 2025 /3BL/ – Kimberly-Clark Corporation (NASDAQ: KMB) is deepening its commitment to advancing essential care for women and girls through four enhanced strategic, charitable partnerships. Through new programs with Baby2Baby, Plan International, Project HOPE, and UNICEF, Kimberly-Clark aims to expand access to life-changing care in Brazil, Peru, China, India, Indonesia, Vietnam, and the United States. Taken together, these partnerships will work to improve the lives of an estimated 24 million women and girls over the next three years. 

This announcement is a direct result of the Kimberly-Clark Foundation’s recent sharpening of its strategic focus: to advance essential care for women and girls on their journeys through puberty and motherhood. The foundation will fund this three-year, $28.7 million commitment, which focuses on menstrual care and maternal & infant care. 

Women’s Health Remains an Urgent Issue around the World 
Every seven seconds, a woman or infant dies during or shortly after childbirth, according to the World Health Organization. Furthermore, approximately 500 million women and girls lack access to resources to manage menstruation, as reported by the World Bank. Despite the difficult landscape, opportunities to uplift women and in turn—entire communities—abound: according to the World Economic Forum, “Investment in women’s [health] is unrivaled in its return on the investment for the health of all of society.”

“We envision a world where women and girls everywhere can receive equal access to the fundamental care they need to thrive,” said Mike Hsu, Chairman and Chief Executive Officer of Kimberly-Clark and President of the Kimberly-Clark Foundation. “Kimberly-Clark invented the feminine care category in 1921, and we’ve remained committed to advancing care for women and girls ever since. From developing innovations that meet our consumers’ unmet needs to deploying strategic social impact programming, we take great pride in our responsibility to work to improve the lives of the communities we serve. Now, we’re aiming to accelerate our impact because we know Better Can’t Wait.” 

The programs funded will focus on supporting underserved communities. Key initiatives will include menstrual hygiene and stigma-breaking educational programs for adolescents; programs to expand access to safe sanitation solutions; comprehensive perinatal and newborn care services; maternal mental health supports; and programs aimed at strengthening health systems to improve outcomes for the most vulnerable. 

Transformational Partnerships to Deliver Better Care for a Better World
Kimberly-Clark’s alliance with Baby2Baby to provide essential baby items for families living in poverty began in 2011 as the nonprofit organization’s first corporate partner. In 2024, the company’s Huggies® brand deepened this commitment by supporting Baby2Baby’s initiative to address rising maternal mortality rates in the U.S., in partnership with the U.S. Department of Health & Human Services. Through the distribution of Maternal Health & Newborn Supply Kits, the program addresses the critical intersection of diaper need, newborn health and maternal mental health. 

“We are deeply thankful to our longtime partners at Kimberly-Clark and their Huggies brand for their unwavering support. Thanks to their extraordinary donation and three-year commitment, we will make a greater impact in the fight against maternal mortality,” said Baby2Baby Co-CEOs Norah Weinstein and Kelly Sawyer Patricof. “With their help, we are expanding our efforts to deliver supplies to new mothers across 15 states, ensuring they have the basic essentials they need for themselves and their babies, especially during the often overwhelming postpartum period.”

Since 2020, Plan International and Kimberly-Clark, alongside its Kotex® brand, have reached an estimated 11 million people through programs that support girls’ menstrual health. This evolved partnership serving the U.S., Brazil, China and Peru will create period-friendly community and school environments by ensuring access to supplies, bathroom facilities, and education that empowers girls to manage their periods with confidence and dignity.

“With over 80 years of experience championing opportunity for girls, Plan International knows that menstrual health is key to unlocking girls’ potential,” said Kate Ezzes, Vice President of Program Development at Plan International USA. “We also know lasting change happens when boys are engaged as allies. Our partnership with Kimberly-Clark helps dismantle harmful taboos and ensures every child can learn, lead, decide and thrive.”

Kimberly-Clark’s partnership with Project HOPE will expand access to menstrual and maternal health for women and girls in China and Indonesia. The initiative focuses on menstrual hygiene education, respectful maternity care, and mental health support. Through a life-cycle approach, the program empowers individuals from adolescence through pregnancy and early motherhood with education, digital tools, and compassionate care. 

“Kimberly-Clark and Project HOPE share a deep commitment to a world where women and girls have access to the care, dignity, and opportunities they deserve,” said Dr. Uche Ralph-Opara, Chief Health Officer at Project HOPE. “Kimberly-Clark has long been part of our journey, supporting our work through product donations and core mission support that have helped expand access to essential health services for women and girls across the globe. This next phase of our partnership takes that impact even further through a holistic approach that supports women and girls at every stage—from a girl’s first period, to pregnancy, childbirth, and beyond. Together, we’re investing in education, mental health, capacity-building, and advocacy to drive sustainable, systemic change.”

Over the course of an almost 25-year relationship, Kimberly-Clark and UNICEF have worked together to improve the health and well-being of babies, girls, and women in 26 countries. Now, that legacy continues through a new multi-region initiative focused on menstrual hygiene education and access for girls and maternal health for young mothers across Brazil, India, Indonesia, Peru, and Vietnam. 

“Since 2001, our partnership with Kimberly-Clark has empowered close to 14 million children and adults through the provision of neonatal healthcare, early childhood development, clean water, sanitation and hygiene, and lifesaving services during emergencies,” said Kitty van der Heijden, UNICEF Deputy Executive Director, Partnerships. “We are grateful that this transformative partnership for girls and women is now deepening to save even more lives, deliver services that promote dignity and create lasting impact for future generations.”

While some of these charitable partners are long-standing collaborators with Kimberly-Clark, this marks a new chapter in how these organizations work with the foundation. By aligning around two critical impact areas—menstrual care and maternal & infant care—as part of the foundation’s new strategic focus, these partnerships address interconnected challenges that are often treated in isolation.

This integrated approach reflects the full continuum of care, recognizing the deep links between menstrual health, maternal wellbeing, and infant development. As a company whose brands already serve these populations with essential products like diapers and feminine hygiene solutions in each of these regions, Kimberly-Clark is strategically positioned to make a meaningful impact, at scale, through these partnerships.

“We seek to lead with care in everything we do,” said Russ Torres, President and Chief Operating Officer of Kimberly-Clark. “‘We Care’ is, in fact, one of our three core values. Whether it’s caring for our people, our customers, our consumers, or the communities in which we live and operate, care is at the heart of Kimberly-Clark. These strategic partnerships enable us to extend this value even further as we work to ensure women and girls around the world receive the essential support they deserve.”

The Kimberly-Clark Foundation’s enhanced focus on caring for women and girls is one of the many ways the company works to live its purpose of Better Care for a Better World. It is also aligned to the company’s Powering Care business strategy and will directly contribute to delivering on Kimberly-Clark’s global ambition to positively impact 1 billion lives by 2030.

To learn more about Kimberly-Clark’s 2030 ambition and the work of the Kimberly-Clark Foundation, visit https://www.kimberly-clark.com/en-us/sustainability/2030-ambition.

About Kimberly-Clark 
Kimberly-Clark (NASDAQ: KMB) and its trusted brands are an indispensable part of life for people in more than 175 countries and territories. Our portfolio of brands, including Huggies, Kleenex, Scott, Kotex, Cottonelle, Poise, Depend, Andrex, Pull-Ups, Goodnites, Intimus, Plenitud, Sweety, Softex, Viva and WypAll, hold No. 1 or No. 2 share positions in approximately 70 countries. Our company’s purpose is to deliver Better Care for a Better World. We are committed to using sustainable practices designed to support a healthy planet, build strong communities, and enable our business to thrive for decades to come. To keep up with the latest news and learn more about the company’s more than 150-year history of innovation, visit the Kimberly-Clark website. 

About the Kimberly-Clark Foundation 
Established in 1952, the Kimberly-Clark Foundation is the charitable arm of Kimberly-Clark Corporation and is dedicated to supporting global causes that create lasting social change. Funded by the corporation, the foundation’s primary focus is on social impact investments that help advance essential care for women and girls on their journeys through puberty and motherhood. 

Supporting Chile’s Clean Energy Transition

DP World’s terminal at the Port of  Lirquén has achieved a new milestone in renewable energy logistics, successfully unloading the largest wind turbines ever to arrive in Chile. This landmark operation highlights DP World’s expertise in handling oversized cargo and reinforces the company’s commitment to enabling sustainable infrastructure projects across the Americas.

The first shipment, arriving aboard G2 Ocean’s MN Star Luster on a direct voyage from China, included six of 22 turbines destined for Goldwind’s wind farm in Pemuco, Ñuble Region. Goldwind, one of the world’s largest wind turbine manufacturers, is leading the project as part of Chile’s broader push to expand renewable energy capacity. Over the coming months, five vessels will deliver the full set of turbines.

Engineering Feat: Record-Breaking Cargo

Each turbine features 90-meter blades – the longest ever handled in Chile – and segmented tower sections weighing more than 130 tons. These are also the first segmented towers of this scale to enter the country, requiring advanced lifting equipment, specialized planning, and seamless coordination with inland transportation networks.

The turbines will be transported from DP World’s Lirquén terminal to the new wind farm under development in the Ñuble Region, expanding the country’s renewable power capacity and reinforcing its long-term decarbonization goals.

Chile’s Expanding Wind Energy Market

Chile is a regional leader in renewable energy, with more than 60% of its electricity currently generated from clean sources – wind energy is now the country’s second most developed renewable energy source. Chile aims to generate 70% of its power from renewables by 2030 and achieve carbon neutrality by 2050.

The Ñuble wind farm project is part of this national push, designed to provide reliable, emissions-free power for thousands of homes while reducing reliance on fossil fuels. Each turbine unloaded at Lirquén contributes directly to expanding that clean energy footprint.

DP World’s Role in Renewable Energy Logistics

The Lirquén terminal is uniquely equipped for projects of this scale. Its multipurpose design, deepwater berths, and heavy-lift handling capabilities enable safe and efficient operations for oversized cargo, while its direct connectivity to Chile’s Route 5 ensures reliable inland transport to project sites.

This operation reflects DP World’s broader commitment to advancing sustainable trade and infrastructure across the Americas. From pioneering hydrogen-powered cranes in Vancouver to facilitating the arrival of more than 1,800 electric buses in Santiago and Copiapó, DP World is delivering end-to-end logistics solutions that support national decarbonization strategies.

Driving Economic and Environmental Impact

The arrival of these turbines underscores the vital role ports play in accelerating renewable energy adoption. Beyond logistics, the project contributes to job creation, energy independence, and reduced greenhouse gas emissions – key benefits for Chile’s economy and environment.

With this milestone, DP World Lirquén demonstrates how global trade infrastructure can directly enable the clean energy transition – making trade flow while powering a greener future.

Learn more about DP World’s commitment to sustainability here.

 

 

Duke Energy Foundation took home the Corporate Social Impact Team of the Year award this week at the Association of Corporate Citizenship Professionals Annual Conference in Atlanta. The honor recognizes Duke Energy Foundation’s collaborative and innovative approach to social impact — one that delivered measurable results for both the business and the communities we serve.

This recognition reflects the Foundation’s swift and strategic response to the 2024 storm season, including Hurricanes Helene, Milton, and Debby which impacted all seven of the states we serve. The team quickly adapted grant programs to deliver critical support, reinforcing our commitment to being a reliable partner in times of need.

Duke Energy

Duke Energy (NYSE: DUK), a Fortune 150 company headquartered in Charlotte, N.C., is one of America’s largest energy holding companies. The company’s electric utilities serve 8.4 million customers in North Carolina, South Carolina, Florida, Indiana, Ohio and Kentucky, and collectively own 54,800 megawatts of energy capacity. Its natural gas utilities serve 1.7 million customers in North Carolina, South Carolina, Tennessee, Ohio and Kentucky. 

 Duke Energy is executing an ambitious energy transition, keeping customer reliability and value at the forefront as it builds a smarter energy future. The company is investing in major electric grid upgrades and cleaner generation, including natural gas, nuclear, renewables and energy storage. 

 More information is available at duke-energy.com and the Duke Energy News Center. Follow Duke Energy on X, LinkedIn, Instagram and Facebook, and visit illumination for stories about the people and innovations powering our energy transition. 

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