Tag: 3BL

Cascale has wrapped Season 3 of its “Source of Good” podcast, a nine-episode season that featured industry leaders working to advance decent work and climate action across the consumer goods supply chain.

With a thematic focus on the people and practices behind sustainability, the season explored what it takes to protect workers’ rights, strengthen human rights due diligence, improve purchasing practices, and build resilient, fair supply chains. Each episode offered a holistic lens on how collaborative actions directly support efforts to combat climate change.

Season 3 also explored how industry-aligned tools and shared frameworks can help translate commitments into action — supporting common expectations, more consistent supplier engagement, and progress that can be measured over time. The season referenced Cascale’s Higg Index tools, exclusively available on Worldly, and Better Buying surveys, which Cascale acquired in 2025, as examples of how standardized data, benchmarking, and supplier feedback can help organizations align efforts across the value chain.

This season brought together experts spanning human rights, responsible purchasing, transparency, investment, circularity, and supplier engagement — featuring conversations with leaders from the Institute for Human Rights and Business (IHRB), Retraced, UNIQLO, Fair Wear, Good Fashion Fund, REI Co-op, ERALDA, and more.

Episodes included:

• There’s No Sustainability without Workers’ Rights feat. John Morrison, CEO, Institute for Human Rights and Business (IHRB)
• Transparency Never Goes Out of Style with Retraced feat. Lukas Puender, Co-Founder, Retraced
• Better Buying: From Research to Reform with Dr. Marsha Dickson and Under Armour
• How UNIQLO Built Decent Work Into Its DNA feat. Eshan Chan, Supply Chain Sustainability Manager, Fast Retailing
• Due Diligence in Practice with Fair Wear and Mammut feat. Annabel Meurs, Executive Director, Fair Wear
• Invest Where It Matters with Good Fashion Fund and Pratibha Syntex feat. Jayanth Kashyap, Investment Lead, Good Fashion Fund
• Built to Last—and Love with REI and Ambercycle feat. Greg Gausewitz, Senior Manager of Sustainability, REI Co-op
• Meeting Suppliers Where They Are with ERALDA and Eileen Fisher feat. David Forsgate, Chief Representative Officer, ERALDA,
• Sustainability Needs a Different Angle feat. Anne-Laure Descours, Board member at Gildan and former Chief Sourcing Officer, Puma

“Source of Good” is a co-production of award-winning producer Hueman Group Media and Cascale, a global nonprofit alliance empowering collaboration to drive equitable and restorative business practices in the consumer goods industry. The podcast is hosted by Rachel Lincoln Sarnoff, Cascale’s communications director and a former journalist.

Since its debut in September 2024, “Source of Good” has released nearly 30 episodes featuring industry experts and leaders working across climate action, transparency, circularity, and decent work. Guests to date have included author and Cascale co-founder Rick Ridgeway, as well as leaders from organizations such as Recover, Brooks Running, Lenzing, Sappi, Dunelm, Nobody’s Child, the Apparel Impact Institute (Aii), PrimaLoft, Tapestry, ITL, Ren Energy, Hirdaramani, Elevate Textiles, Avery Dennison, Cotton Incorporated, Hanesbrands, and many more.

Cascale’s “Source of Good” will return for Season 4 in spring 2026, with more conversations on collective action across the consumer goods supply chain to combat climate change and support decent work for all. Episodes are available on multiple platforms, including Apple Podcasts, Spotify, iHeart Radio, Amazon Music, and more. Listen and subscribe.

Hydraulic systems power production equipment across a wide range of manufacturing sectors. Their electric motors use a significant portion of the total energy consumed by industry.* Green Hydraulic Power (GHP) was started in the United States to make hydraulic power more energy efficient. This industry disruptor’s advanced hydraulic systems use Rockwell Automation AllenBradley® PowerFlex® 755 VFDs to reduce energy consumption by up to 80%.

“In many manufacturing environments, there’s a lot of dwell time when there’s no action on the production line, so there’s no need for flow or pressure,” said Soren Rasmussen, managing director, Green Hydraulic Power. “Yet, traditional hydraulic systems run continuously, and at high speeds, so that they’re available when needed. That wastes a lot of energy and other resources.”

By engineering hydraulic systems to use variable frequency drives (VFDs) to optimize power use, GHP helps its hydraulic power customers improve their operational sustainability. GHP’s patented systems also generate less heat, so little to no energy-intensive cooling is required. In some cases, GHP’s customers have been able to eliminate cooling towers in their facilities.

Improving workplace safety is another benefit the VFD-powered hydraulic systems deliver. Conventional hydraulic units are extremely loud, which can impact worker safety. On average, GHP’s systems lower noise levels by 20 decibels. “When we install this type of equipment, most of the feedback is about the noise reduction,” said Rasmussen. “You can actually stand next to our machines and carry on a normal conversation.”

Watch the interview. Discover additional sustainability stories by reading the Rockwell Automation 2025 Sustainability Report.
*INTERNATIONAL ENERGY AGENCY, 2020.

by Dan Carreno, Natural Investments

For much of the past decade, discussions within the financial industry about climate change have focused on capital markets. Pundits have debated the risks of stranded fossil fuel assets, the merits of ESG integration, and the growth potential of renewable energy. Important as these topics are, they remain distant and abstract for the average American household trying to connect the dots between savings and retirement. For most families, the most immediate financial consequences of climate change are not appearing first in equity markets. They are showing up in insurance bills, real estate values, grocery receipts, and emergency savings accounts.

Ultimately, retirement success depends on far more than portfolio returns. Income stability, cost of living, home equity, and risk mitigation through insurance are all prerequisites for long-term financial security. A warming world is quietly undermining each of these pillars, often in ways that traditional planning assumptions fail to capture.

The subtlety of these changes, combined with a troubling lack of public discourse on the topic, is what makes the financial damage from climate change so insidious. As the United States increasingly leads the global community toward denial and obstinacy, it is time for the financial services industry to wake up, challenge preconceived notions, and treat climate change as a core financial planning issue, on par with market returns.

The topics in this article represent a short list of realities that will confront nearly every American in the years ahead. Read Dan’s full article here – https://greenmoney.com/a-wealth-of-uncertainty-climate-change-and-financial-well-being-in-the-21st-century

 

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Even if you’re not in the “business” of water, it may play a key role in your facility’s growth, profits, and regulatory compliance. With emerging complications like aging infrastructure and succession planning (as water and wastewater experts approach retirement), it’s increasingly important to have a solid plan for future water management.

We often hear from clients that water and sustainability don’t make it onto their priority lists—at least not until costs or the ability to get work done are affected. Consider this example of how planning and strategy, or lack thereof, can have far-reaching consequences. When two primary and backup operators with decades of experience left within weeks of each other, a facility was forced to hire a contract operator to allow the facility to discharge or face a facility-wide shut down. The time it took for the contract operator to get up to speed on operations resulted in permit non-compliance, which both affected the facility’s standing with regulators and delayed its ability to hire and properly train new staff. However, without the intervention of the contract operator, the facility would have faced continued regulatory fines and corrective actions due to the loss of the decades of knowledge held by two individuals within the company.

The reality is that water and wastewater management are closely tied to compliance, operational growth, and overall profitability, and that’s why these considerations are crucial for your business.

The Business Case for Water Management Strategies in Manufacturing

For many consumer and industrial goods manufacturers, water is critical to operations. But manufacturing’s often necessary heavy water use comes into conflict with broader concerns such as increasing water scarcity and stricter discharge limits. Your water source (municipal, groundwater, or a mix), water use, wastewater generation, and wastewater treatment (direct discharge or pretreatment) are all costly, complex, and ever-evolving considerations that affect your business’ performance.

When these considerations are not evaluated strategically from the start, the financial and compliance consequences can be significant. For example, a facility spent $3M to build a new onsite wastewater treatment facility. Struggling to meet permits, the facility underwent an audit. It was determined that the new facility was not equipped to remove the pollutants that were causing the non-compliance. In order to become compliant with their permit, additional treatment systems had to be added, at additional costs due to the retrofit.

Strategic water management in manufacturing goes beyond compliance to drive operational efficiency, reduce environmental impact, and enhance long-term sustainability. At the facility level, this can look like reduced energy, chemical, equipment, and labor costs, improved industrial wastewater compliance, and, ultimately, a healthier bottom line.

Sometimes, the opportunity lies in simply understanding your own system more clearly. In one case, a facility was using water to add chlorine for wastewater disinfection. During an audit, it was revealed that the water being used was municipal water purchased by the facility—not their private well water. Thanks to this discovery, the facility switched to using their private well and avoided the cost of purchasing approximately 1 million gallons of water per year.

While these examples highlight facility-level opportunities and risks, they exist within a broader water landscape that is becoming increasingly complex and demanding for manufacturers.

The Evolving Water Landscape for Manufacturers

• Regulatory Scrutiny: NPDES permits, local discharge limits, water quantity and quality requirements, and monitoring for emerging contaminants
• Water Scarcity & Stress: Regional shortages create business continuity risks and potential litigation
• Stakeholder Expectations: Investors, consumers, and NGOs increasingly demand responsible water stewardship

Key Pillars of Effective Water Management Strategy

A comprehensive plan for water management has five key elements. Each plays a role in meeting critical near-term compliance needs while supporting environmental sustainability and long-term business resilience.

1. Water Use & Quality Assessment & Baseline

Understand where and how water is used. Conduct a water use and quality assessment to identify high-demand areas, inefficiencies, and potential reuse opportunities. A solid baseline helps track progress, set realistic goals, and support data-driven decisions for improvement. Armed with that knowledge, you can uncover cost savings, strengthen compliance, and take the first step toward smarter, more sustainable water use.

2. Water Conservation & Efficiency

The following tactics, implemented as part of your water strategy, can drive measurable water efficiency in manufacturing while reducing costs:

• Process optimization (e.g., counter-current rinsing, dry cleaning alternatives)
• Leak detection and repair
• Waste-stream segregation
• Identifying recycling and reuse opportunities (e.g., greywater systems, cooling tower blowdown reuse)

3. Wastewater Treatment & Management

When strategically managed, wastewater treatment systems can do more than meet permit limits. They can also improve efficiency, reduce operational costs, and support long-term resilience. The following elements are critical to that approach:

• Pre-treatment strategies to meet discharge limits
• Process optimization to reduce energy, chemical, equipment, and labor costs
• Advanced treatment technologies
• Sludge management and beneficial reuse
• Standardized methods across facilities
• Succession planning for critical expertise

4. Stormwater Management

Good industrial stormwater management helps prevent runoff from carrying oil, debris, or chemicals into waterways. Simple actions like regular inspections, covered storage areas, and updated Stormwater Pollution Prevention Plans (SWPPPs) can protect the environment and keep your facility compliant.

5. Water Risk Assessment

Identify physical, regulatory, and reputational risks across your value chain to future-proof operations.

A thorough water risk assessment looks at how drought, flooding, or changing rules could affect your facility’s water use and supply. Understanding these risks helps you plan ahead, stay compliant, and protect business continuity.

Benefits of Proactive Water Management

Taking a proactive approach to water management helps facilities move from reactive compliance to sustained performance improvement. The following benefits illustrate the measurable business value that results from a structured water strategy:

• Cost Savings: Reduce water consumption and lower wastewater treatment costs.
• Regulatory Compliance: Avoid fines, penalties, and operational shutdowns, and add in breathing room and reduce stress.
• Reduced Environmental Impact: Conserve freshwater, improve water quality, and safeguard against future potential litigation.
• Enhanced Brand Reputation: Demonstrate ESG leadership and commitment to sustainability.
• Operational Resilience: Mitigate risks associated with water scarcity, disruptions, disasters, and workforce succession.

A Strategic Business Imperative

Water management is a strategic imperative for consumer and industrial goods manufacturers that drive compliance, efficiency, and profitability while strengthening environmental stewardship.

Water doesn’t have to be an exhausting and isolating job. Antea Group is in the “business” of water, and we can partner with you and your teams to manage hurdles, ensure compliance, and build resilience.

Questions? Reach out to our Water Management team today to get answers.

From diamonds in the rough to confident professionals, EAGLES is shaping the next generation of Lenovo sales leaders across EMEA.

Three years ago, 21 graduates stepped into Lenovo’s Europe, Middle East and Africa (EMEA) offices for the first time to embark on their career journeys with curiosity, ambition and only a partial grasp of what lay ahead. With a 91% retention rate – much higher than the UK average of 74% – today they are established professionals, making a difference in sales roles at all areas of the business.

Their shared starting point was EAGLES – Lenovo’s two-year sales graduate program, designed to build a strong, future-facing pipeline of talent aligned to the company’s long-term needs. The program focuses on developing people early, giving them real responsibility, exposure to different areas of the business through structured learning and the space to make mistakes, learn from them and grow.

Behind EAGLES is Sudha Adjei, Lenovo’s EMEA Graduate Program Manager, who has been shaping the program since its inception.

“When I joined Lenovo four years ago, there was no EMEA program, which gave us license to build from the ground up,” she says. “We had a US template we were grateful we could use as a starting point, but essentially, we were starting from scratch.”

From those early foundations, EAGLES has grown organically into a pan-EMEA program spanning up to 18 countries per cohort, up from just nine in its earliest days. From snowy Finland to sunny South Africa, 65 graduates have walked through these doors, bringing their own unique perspectives to the program.

That mix of cultures, communication styles and different approaches to selling has become one of the program’s defining strengths – with all graduates coming together for virtual learnings, alongside an annual face-to-face workshop in the UK.

For Sudha, the opportunity to open the horizons of the younger generation is a passion. A project manager by trade, she never expected to become a professional mentor for the upcoming generation.

“It makes me laugh sometimes because I started life as a scientist, so I was destined to work in a laboratory for the rest of my life,” she says. “But I’ve been working in talent development for seven years now, and it is hugely rewarding.

“It’s a totally different ball game working with graduates. You take them as diamonds in the rough and over the course of the program watch them develop into top professionals with soft skills and business smarts.”

Milan-based Andrea Caldani’s first-hand experience offers a clear example of that development in action.

“Six months ago, on a rainy day, I walked into Lenovo for the first time as an employee,” he says. “That day may not seem so far away, but so much has changed since then. I’ve started to understand the company, its acronyms, its vast portfolio, and – most importantly – the amazing people who bring it all to life.

“Since then, I’ve had the chance to dive into real business challenges, support my team during quarterly campaigns, and contribute to the development of strategic business plans.

“Now, six months later, on another rainy day, I find myself transitioning to a new team, ready to take on exciting new challenges. This time, though, I bring with me more knowledge, more confidence and a deeper understanding of Lenovo and the journey ahead.”

Guilia Boffa, who joined the scheme from Lenovo’s Zurich office, echoes these sentiments. “My first six months as an EAGLE were incredibly varied and exciting – no two weeks were the same,” she says. “I had the opportunity to sell notebooks to university students, prepare QBRs, go bowling with our partners, organize monthly partner calls (one of which I was even on camera for) and much more.”

As EAGLES prepares to welcome its next cohort, the focus remains on strengthening Lenovo’s early-career pipeline, including broadening gender diversity within sales and amplifying the stories of senior female leaders across the business.

For Sudha, though, the motivation behind the program has always been clear.

“Nobody gets to sit at the back or hide in the corner,” she says. “We have a huge range of nationalities and personalities – and they all engage and learn from each other.

“It’s a program designed for graduates who are curious, resilient and ready to take ownership. This is your chance to learn and shine. You’re on an 18-month program. Make your mistakes now, so by the end of the program, you’ve launched your career, rather than completing a job.”

And for the graduates who started their journeys three years ago, the impact of EAGLES is already visible in the people they’ve become – hard at work and helping to shape the future of Lenovo from within.

For graduates ready to learn by doing, applications for the next EAGLES cohort open on 19 January.

Learn more and apply here.

As the world aspires to better things, it demands more from industry. Industry can only deliver when energy does— because every process, every breakthrough, and every outcome that improves life starts with reliable, sustainable energy supply.

This is The Energy Equation™: the interdependence between industrial outcomes and energy sources that drives human progress and keeps the world in balance.

Our Chairman and CEO opened the Baker Hughes Annual Meeting 2026 with a powerful call to action, urging industry and energy to evolve faster, operate smarter, and deliver at the pace the world now demands.

As we face that challenge together, we are ready to lead. We power the industrial outcomes that advance the world, and we deliver energy, irrespective of the molecule. 

We stand on both sides of The Energy Equation™— a position no one else holds, and no one else can.

We are Baker Hughes, and we rewrite The Energy Equation™.

 

By Majid N. Aziz, Product Marketing, CAE

Lara, an experienced transporter for a cold storage packaging company primarily operating in Germany, undertakes three weekly trips between Munich and Dresden. Her role involves delivering frozen products between city warehouses, requiring strict adherence to timely deliveries while maintaining the payload at a constant temperature of -20°C.

To support sustainability goals and minimize environmental impact, the company recently transitioned from conventional trucks to electric-powered trucks. This shift aims to improve ratings on low emissions and reduce carbon footprints, reflecting a modern, eco-conscious approach.

While Lara is confident in her driving abilities and her track record of punctual deliveries, the switch to electric trucks introduces new challenges. She now faces the need to adapt to the logistics of charging and recharging the vehicles during trips. This adjustment fuels her “range anxiety,” a common concern in the electric vehicle (EV) industry, which may directly influence her performance and the overall efficiency of the company she represents.

Addressing Range Anxiety: Overcoming a Key Challenge for Electric Vehicle Adoption

Range anxiety is a significant factor influencing consumer confidence in adopting EVs. While the shift from internal combustion engine (ICE) vehicles to EVs has gained substantial momentum in recent years, this transition brings with it a mix of excitement and apprehension. Automakers are increasingly committed to putting more EVs on the road, yet consumers remain concerned about the infrastructure needed to support this change.

A consumer’s decision to adopt and embrace EVs often hinges on several pressing questions:

• What range can I expect after a full charge, whether driving in the city or on long routes?
• How do factors like weather conditions and driving behavior impact range?
• Can an EV provide the same comfort and deliver a unique experience compared to its ICE counterpart?
• What are the long-term maintenance costs of an EV?

These questions, compounded by the overwhelming amount of information available online about battery-powered vehicles, often complicate the decision-making process.

The anxiety surrounding EV range stems from these uncertainties. To alleviate this concern, automakers must leverage advanced engineering and cutting-edge technology to provide precise range estimates. This not only reduces drivers’ apprehension about range but also enhances their overall driving comfort and experience, paving the way for broader EV adoption.

Factors Influencing EV Range Predictions

Largely the battery capacity and the overall energy consumption should help to predict the range better. However, even if you know the exact battery capacity, the energy consumption can vary depending on multiple influencing factors. Let us understand them quickly

Battery capacity and overall energy consumption are critical for predicting an EV’s range. However, even with precise knowledge of the battery capacity, energy consumption can vary significantly due to several influencing factors. Let’s explore them:

• Vehicle Design: Energy efficiency is influenced by key design elements such as overall dimensions, passenger capacity, HVAC systems, battery packs, drivetrain type, tire assembly, braking and suspension systems. These defined and constant physical properties play a foundational role in range determination.
• Driving Style: Driving habits introduce variability in energy consumption. A/C usage, acceleration pedal handing, gear-shifting, and braking patterns differ among drivers, impacting energy efficiency in unique ways.
• External Environment: Weather conditions, route topology (elevation, slopes, or flat profiles), and traffic significantly influence energy consumption. For example, colder temperatures increase energy demand due to denser air creating higher (air) drag and the additional energy required for cabin heating.

All these factors exhibit nonlinear and dynamic interdependencies. A system-level analysis of these variables—and others like them—enables designers and engineers to enhance transparency and make more accurate range predictions.

The Impact of Colder Temperatures on EV Range

Colder climates present unique challenges for EV range performance. Cold air is denser than warm air, causing increased aerodynamic drag, and additional energy is required to heat the cabin. Heat pumps in EVs must work harder to manage heat transfer effectively, further impacting energy consumption.

Countries like the Nordics, with high EV adoption rates, offer ideal proving grounds to test EV range performance in freezing temperatures. For example, the El Prix Winter Range Test, held in January 2025 in Norway, assessed 24 brand-new EVs. Each vehicle was fully charged and driven on the same hilly route until it ran out of energy. The test compared advertised WLTP ranges with real-world distances, providing valuable insights into how weather and terrain affect performance.

Highlights from the Test Results

Here are the top 5 EVs that performed best in the test. The full results can be viewed on the Motor.no website. Source: NAF Elbil Test and Motor.no

Model	WLTP Range Rating	Real-World Distance Covered	Differnce
Polestar 3	348 miles / 560 kms	330 miles / 531 kms	-5%
BYD Tang	329 miles / 530 kms	299 miles / 482 kms	-9%
Mini Countryman	247 miles / 399 kms	220 miles / 355 kms	-11%
Lotus Emeya	320 miles / 500 kms	271 miles / 436 kms	-13%
BYD Sealion 7	312 miles / 502 kms	271 miles / 436 kms	-13%

Interestingly, the Tesla Model 3 fell short of expectations, showcasing how real-world conditions can defy expectations set by manufacturers.

The Role of Early Design Phase Testing

What if EV range and energy consumption patterns could be simulated at the system level during the design phase? This approach could potentially provide more accurate predictions of range performance under harsh or extreme conditions, helping engineers address these challenges proactively.

Would such early-stage analysis revolutionize how we design and market EVs?

Electric Truck Model in SimulationX

We created an electric truck model in SimulationX as shown in the picture above using the Vehicle Drive Library. This demonstrator focuses on testing the battery range for the truck vehicle running on the same route but in different weather conditions. Below are some of the key components of this model:

• Model is divided into mainly two parts: control level and physical level. They are connected here to a bus system to transfer information / data.
• The environmental temperature, air drag, and the rolling resistance can be set to a constant value, or they can be time dependent.
• Using Google maps, we have uploaded a route from Munich to Dresden in hilly terrain.
• The speed of the truck is determined based on individual curve data depending on the kind of the roads which is again taken from Google maps.
• Driver is modelled with a PDI controller to manage the drive cycles based on the velocity provided.
• Driver’s comfort in the model is only considered via the temperature of the cabin. Cabin can be heated with the waste heat of the engine cooling system and when not sufficient we can use an additional electric cabin heater.
• The powertrain of the truck itself is modelled using an electric motor, a mechanical transmission, and a frictional break.
• The battery has a capacity of 620 kWh, and we can also preset the voltage using a characteristic curve.
• At low temperatures the battery is heated to get fast a comfortable temperature in terms of performance.
• The battery and the electric motor are cooled by a cooling system based on a water-glycol cooling circuit driven by an electric water pump.
• The truck has a cooling trailer which transports frozen food at a low temperature of around – 20°C.
• All systems are controlled using an operating strategy in the model depending on the various driving conditions.

Converting Lara’s range anxiety into improved decisions & on time payload delivery

In the beginning of the article, we spoke about Lara, an experienced transporter for a cold storage packaging company and her dilemma with electric trucks. When automotive manufacturers have designed their electric trucks with full control and transparency over the actual delivered on-road electric truck, then the overall customer’s experience around range anxiety or EV adoption becomes a confident approach. We’re happy to say that Lara now loves to drive her new trailer with accurate range predictions in varying weather and hilly terrain or highways. She knows exactly how long the charge will last, when to re-charge, how long to charge and ensure the payload delivery on time. She is also quite proud that her small contribution towards adoption of greener and cleaner vehicle is making a huge environmental impact inspiring a lot of her other colleagues.

To learn more about system level simulation and SimulationX visit the webpage

With nearly 40% of carbon emissions coming from the built environment, the construction industry is building and renovating more and more sustainably. With innovative solutions and new construction methods, we have a whole new vocabulary that this podcast is going to decipher for you!

The term “soil sealing” refers to the transformation of natural land into stable, impermeable surfaces required for human activities. While soil sealing has been occurring since prehistoric times, the practice has increased since the industrial revolution and can have  negative impacts on the environment. How can construction practices be adapted to help minimize this impact? We will tell you more!

Listen here, S…for Soil Sealing, a Saint-Gobain Podcast

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

CLEVELAND, February 24, 2026 /3BL/ – KeyBank (NYSE: KEY) is being recognized for its support of small and middle market business clients with nine 2026 Best Bank Awards from Crisil Coalition Greenwich in small business and middle market banking. These national and regional awards honor Key’s collaborative approach that empowers small business owner-operators in addressing their complex financial needs and depth of expertise that helps middle market companies optimize business performance.

KeyBank received the following national Coalition Greenwich 2026 Awards:

• Best Bank:
  • Trust for Middle Market Banking in the U.S.
  • Customer Service for Middle Market Banking in the U.S.
  • Customer Service for Small Business Banking in the U.S.
  • Trust for Small Business Banking in the U.S.
  • Ease of Doing Business for Small Business Banking in the U.S.
  • Satisfaction with Relationship Manager for Small Business Banking in the U.S.

KeyBank also received the following regional Coalition Greenwich 2026 Awards:

• Best Bank:
  • Satisfaction in Cash Management for Middle Market Banking in the U.S. (Midwest)
  • Satisfaction with Relationship Manager for Middle Market Banking in the U.S. (Midwest)
  • Satisfaction with Relationship Manager for Small Business Banking in the U.S. (Midwest)

“Our unique approach of having conversations with and building enduring relationships with small business owners across the nation is a true differentiator for KeyBank,” said Mike Walters, President of Business Banking at KeyBank. “We are grateful that our approach has been recognized by our clients through Coalition Greenwich; clients that we are proud to work with each day and help them grow in their communities.”

• Learn more about how KeyBank helps small businesses

“We are honored to be recognized by our clients through Coalition Greenwich for the support and specialized service our middle market teams provide,” said Ken Gavrity, President of Key Commercial Bank. “We are committed to earning our clients’ trust by providing them with a best-in-class platform and deep industry expertise that empowers middle market businesses to grow and succeed.”

• Learn more about the solutions KeyBank offers to middle market businesses

Methodology

Small Business: Awards are based on more than 11,000 interviews with businesses with sales of $1 million –$10 million across the country.

Middle Market Business: Awards are Based on nearly 11,000 interviews with businesses with sales of $10–500 million across the United States.

Source: Coalition Greenwich Voice of Client – 2025 U.S. Commercial Banking Study

ABOUT KEYCORP

KeyCorp’s roots trace back more than 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $184 billion at December 31, 2025.

Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 950 branches and approximately 1,200 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank Member FDIC.

CFMA #260220-4110928

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Wearable technology has become part of everyday life — tracking health, enabling connectivity, and moving seamlessly with people wherever they go. Behind that convenience is a supply chain that must move at scale, speed, and with precision.

In 2025, DP World moved 1.9 million wearable technology units through its global fulfillment network, managing every stage of the device lifecycle — from warehousing and order fulfillment to returns, refurbishment, and redeployment. This end-to-end approach helps brands keep products in circulation longer while meeting rising consumer expectations for fast, reliable delivery.

Across the Americas, DP World’s integrated logistics services support technology supply chains with flexible warehousing, value-added services, and regional connectivity that keeps products moving efficiently from distribution centers to customers’ wrists.

Watch the video to see how DP World powers the wearable technology supply chains people rely on every day.

Learn more about DP World’s technology logistics solutions.