Tag: 3BL

Per- and polyfluoroalkyl substances (PFAS) are synthetic compounds widely used in industrial and consumer products for their resistance to heat, water, and oil since the 1950’s. Their persistence in the environment and potential health risks have prompted sweeping regulatory and legal actions across the United States. This post highlights the latest developments in PFAS regulation, litigation, and strategic implications for stakeholders.

 

EPA Regulatory Updates 

Drinking Water Standards 

In April 2024, the U.S. Environmental Protection Agency (EPA) finalized its first-ever National Primary Drinking Water Regulation (NPDWR) for six PFAS compounds, including PFOA and PFOS, setting Maximum Contaminant Levels (MCLs) at 4 parts per trillion (ppt) for each. The rule also included MCLs for PFHxS, PFNA, and HFPO-DA (GenX), and a hazard index for mixtures of these substances.

However, in May 2025, the EPA announced that it will keep the current NPDWR for PFOA and PFOS and concurrently declared its intent to rescind the MCLs for four of the six PFAS, citing the need for further scientific review. The EPA plans to retain the MCLs for PFOA and PFOS and extended the compliance deadline from 2029 to 2031.

CERCLA Designation 

On July 8, 2024, the EPA’s final rule designating PFOA and PFOS as hazardous substances under the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA), often coined the “Superfund Law,” took effect.

This designation enabled the EPA and other agencies to compel cleanup actions and recover costs from potentially responsible parties. The rule as drafted was intended to have significant implications for industries linked to legacy/historical PFAS use.

Poignantly, the New York Times recently reported that Steven Cook, principal deputy assistant administrator in the Office of Land and Emergency Management (OLEM), met in late July with industry players challenging the Biden-era designation of PFOA and PFOS as “hazardous substances” under CERCLA. And thereafter, the OLEM revised its recommendation on the rule to suggest repealing it rather than supporting it.

Litigation quickly followed the EPA’s 2024 designation of PFOA and PFOS as hazardous substances under CERCLA. In Chamber of Commerce of the United States v. EPA, industry groups challenged the CERCLA designation of PFOA and PFOS, arguing that the EPA exceeded its statutory authority and failed to justify the rule under the Administrative Procedure Act. The D.C. Circuit Court initially granted multiple stays to allow the EPA’s leadership to reassess its position. As of November 4, 2024, the Chamber coalition filed its opening brief. The case remains in the briefing phase, and no decision has been issued yet.

TSCA Reporting Requirements 

The EPA finalized its Toxic Substances Control Act (TSCA) Section 8(a)(7) rule in late 2023, requiring manufacturers and importers to report PFAS data dating back to 2011 through calendar year 2022. The reporting window was initially set for 2024 but has since been delayed twice. The current reporting period runs from April 13 to October 13, 2026, with an extended deadline of April 13, 2027, for small businesses and article importers.

The rule mandates disclosure of chemical identity, production volumes, uses, byproducts, exposure, and disposal practices. The EPA is considering adding exemptions and streamlined reporting for small entities and article (manufactured items) importers.

Questions about TSCA? Our Waste and Materials Management team is here to help.

 

Litigation Landscape 

Multidistrict Litigation (MDL) 

The PFAS MDL (MDL No. 2873), centralized in the U.S. District Court for the District of South Carolina, consolidates over 10,000 cases involving aqueous film-forming foam (AFFF) and PFAS contamination near military bases, airports, and industrial sites. Judge Richard Gergel presides over the litigation, which includes claims against manufacturers such as 3M, DuPont, Tyco, and BASF.

In 2024, the court approved settlements totaling over $13 billion from 3M and DuPont to resolve claims from public water systems. Litigation continues to shape legal standards around liability, causation, and damages.

Broader Legal Trends 

Beyond the MDL, there is a surge in consumer and state-level lawsuits targeting PFAS in products and water supplies. Legal uncertainty persists around legacy PFAS (e.g., PFOA, PFOS) versus newer short-chain and fluorinated replacements. Courts are grappling with scientific evidence and regulatory definitions, which vary across jurisdictions.

PFAS risks are evolving quickly. If you have legal questions or need guidance on potential impacts, connect with our team for support.

Legacy PFAS vs. Replacement Surfactants 

Manufacturing of legacy PFAS such as PFOA and PFOS have largely been phased out in the United States and replacement chemicals (aka “replacement surfactants”), including short-chain PFAS and fluorinated alternatives, are now under scrutiny.

One would think with all the scrutiny on the legacy PFAS, legacy PFAS would be phased out, however PFOA and PFOS are essential for many products, such as electronics and pesticides. These products are deemed to contain PFAS as “currently unavoidable use” by some states.

The most-reported PFAS under Toxic Release Inventory (TRI) from 2020-2023, are PFOA, PFOS, and a replacement surfactant HFPO-DA, aka GenX. Where combined quantities of HFPO-DA (GenX) and its ammonium salt account for more waste managed than any other TRI listed PFAS.

The EPA has recently adopted a risk-based approach to evaluating new PFAS, considering persistence, bioaccumulation, and toxicity.

Scientific debate continues over how to define PFAS, with some experts advocating for class-based regulation and others favoring compound-specific assessments.

 

EPA Strategic Direction 

Under Administrator Lee Zeldin, the EPA has emphasized a “polluter pays” framework, source control, and effluent limitations guidelines (ELGs). On April 28, 2025, the EPA announced a sweeping initiative to address PFAS contamination through coordinated regulatory, scientific, and enforcement efforts. Of import the EPAs major PFAS action document introduced the following federally driven prerogatives:

• Effluent Limitations Guidelines (ELGs): New discharge limits targeting PFAS in industrial wastewater.
• TSCA Testing Strategy: Expanded testing under Section 4 to assess toxicity and exposure pathways.
• CERCLA Enforcement: Continued designation of PFOA and PFOS as hazardous substances; litigation stays remain in effect.
• Drinking Water Compliance: MCLs for six PFAS upheld with the intent to rescind four of the six; compliance deadline extended to 2031.
• “Polluter Pays” Framework: Reinforced liability principles to shift cleanup costs to responsible parties.
• Air Monitoring Initiatives: Launch of PFAS air emissions data collection and measurement protocols.
• State Collaboration: EPA pledges deeper engagement with state regulators and tribal governments.

These developments reflect Administrator Lee Zeldin’s commitment to science-driven regulation and environmental accountability. They also mark a significant shift in federal strategy and carry major implications for industry, municipalities, and environmental stakeholders. While implementation details remain forthcoming, stakeholders should prepare for increased scrutiny and evolving compliance obligations.

 

Practical Implications for Stakeholders 

Manufacturers, importers, and property owners face growing compliance burdens. PFAS liabilities are increasingly material in real estate transactions and mergers and acquisitions. Proactive PFAS risk management, including site assessments, contractual protections, and regulatory tracking, is essential.

 

PFAS are NOT Forever 

PFAS are notoriously resistant to degradation in the environment due to their strong carbon-fluorine bonds, making conventional treatment methods largely ineffective and are considered a Persistent Organic Pollutant (POP). However, several technologies have emerged to sequester PFAS and/or reduce PFAS concentrations in water and other environmental media, calling for the public to ask whether the label of “forever chemicals” is a misnomer. These technologies fall into two main categories: removal (adsorption or separation/concentration) and destruction.

1. Removal Technologies 

These methods focus on separating PFAS from water without breaking down the chemical structure:

• Granular Activated Carbon (GAC): One of the most widely used and studied technologies, GAC effectively adsorbs long-chain PFAS such as PFOA and PFOS. Its performance depends on carbon type, contact time, and water quality parameters.
• Ion Exchange Resins: Synthetic resins with charged functional groups selectively bind PFAS molecules. They offer high removal efficiency, especially for short-chain PFAS, and are often used in tandem with GAC.
• High-Pressure Membranes (Reverse Osmosis and Nanofiltration): These membranes physically separate PFAS from water. Reverse osmosis is highly effective but generates a concentrated waste stream that requires further treatment.
• Foam Fractionation: Another separation technology, fractionation leverages the physical properties of PFAS which has a hydrophobic and hydrophilic end that likes to stick to the air/water interface. By passing a gas (usually air) through the liquid, PFAS sticks to the bubbles which are then collected at the top of a vessel for subsequent disposal or destruction.

2. Destruction Technologies 

These emerging methods aim to break the carbon-fluorine bonds and permanently eliminate PFAS:

• Supercritical Water Oxidation (SCWO): Uses high temperature and pressure to oxidize PFAS in water. SCWO shows promise for complete mineralization but faces scalability and cost challenges.
• Plasma-Based Treatment: Non-thermal plasma can generate reactive species that degrade PFAS. While effective in lab settings, commercial deployment is still limited.
• Electrochemical Oxidation: Applies electrical current to degrade PFAS at the electrode surface. This method is under active development and shows potential for treating concentrated waste streams.
• Advanced Oxidation Processes (AOPs): Techniques like Fenton chemistry and UV/peroxide have limited success due to PFAS stability. They may be more effective when combined with other methods.

3. Integrated Treatment Trains 

Given the diversity of PFAS compounds and site-specific conditions, many remediation strategies use a combination of technologies. For example, GAC may be used for initial removal, followed by SCWO or plasma treatment for destruction of residuals.

4. Limitations and Considerations 

• Short-chain PFAS are more mobile and harder to remove than long-chain variants.
• Waste management of spent media and concentrate streams remains a challenge.
• Cost and energy requirements for destruction technologies are significant.
• Site-specific factors such as co-contaminants and water chemistry influence treatment efficacy.

 

How Antea Group Can Help

Navigating PFAS regulation and litigation requires strategic foresight and technical expertise. Antea Group offers comprehensive support, from compliance planning and risk assessment to stakeholder engagement and remediation strategy.

Contact us to learn how we can help you stay ahead of evolving PFAS obligations and mitigate risk with available technologies.

 

To learn more or connect with the authors on LinkedIn, see below:

Insurance / Legal:

Rosemarie Hebner

PFAS:

Jack Sheldon

Jason Lagowski

Caron Koll

Waste and Materials Management (TSCA, TRI, etc.):

Kara Van Blarcum

By Michele Robinson-Pontbriand, Director Corporate Social Responsibility

CSR Intern reflects on Keysight’s commitment to building a better planet by empowering the next generation of science, technology, engineering, and math (STEM) innovators.

By Katherine “Katie” Murphy

Bachelor of Arts in Statistics; Harvard University

On my first day as an intern on Keysight’s Corporate Social Responsibility (CSR) team, I learned about Keysight’s foundational framework of six CSR pillars: ethical governance, the environment, responsible sourcing, our people, communities, and our solutions. But it was only throughout the summer that I began to truly appreciate how these pillars operate as a business strategy to help the company and planet thrive. Each pillar is carefully designed with supporting policies, programs, action plans, and trackable accountability measures. This intentional framework connecting technology innovation and impact explains how Keysight continues to be a leader in sustainability, listed on TIME Magazine’s World’s Most Sustainable Companies of 2025, and the Dow Jones Best-in-Class Index.

Though I hate to play pillar framework favorites, I feel especially connected to Keysight’s ‘communities’ pillar—which includes support for global STEM education—as I pursue a degree in Statistics. As part of this pillar, Keysight facilitates volunteer efforts and supports educational organizations to achieve the company’s social impact goal of engaging more than 2 million students in the current fiscal year. Through STEM education partnerships, Keysight invests in community prosperity and cultivates the talent pipeline that will drive future technological breakthroughs.

Why STEM Education Matters to Keysight

STEM is crucial for both community development and industry advancement. Keysight focuses on investing in hands-on, engaging learning experiences for all students—each fiscal year, the company supports STEM education engagements around the world. This investment reflects the core belief that community prosperity begins with opportunity for all.

Growing the Talent Pipeline

Investing in STEM education is also a strategic move to secure a skilled workforce for the future. K–12 STEM education funding is just one part of engaging a larger talent pipeline that includes:

• Education outreach through Keysight’s signature After School Program including hands-on science experiments
• Internships to provide students direct engagement in technology career paths
• University relations and education programs for engineering students

Supporting STEM talent development from early education to professional stages helps Keysight remain at the forefront of technological advancement.

STEM For All

Through community partnerships, Keysight strives to empower students, support community prosperity, and secure a future skilled workforce. It has been so rewarding to contribute to Keysight’s CSR pillars this summer—to learn more about Keysight’s initiatives, check out the CSR webpage to see the latest news.

Kidney disease affects an estimated 35 million Americans, with 90% unaware until it’s critical. As DaVita celebrates its 25th anniversary, it remains dedicated to changing this by prioritizing proactive care and empowering individuals to manage their kidney health before dialysis or transplant is needed. Through health awareness, screenings and support resources, DaVita is making an impact.

To accelerate progress, DaVita fosters strategic collaborations with organizations dedicated to increasing access to care, addressing both clinical and social drivers of health for better outcomes.

The recently announced expansion of DaVita’s work with the YMCA is a testament to that collaborative spirit. Leveraging YMCA’s extensive reach across communities as well as DaVita’s 25 years of expertise in kidney care, the collaboration will seek to bring vital health screenings, education and community-based resources to enable early intervention.

Similarly, DaVita proudly supports the American Heart Association’s Cardiovascular-Kidney-Metabolic (CKM) Health Initiative. This program focuses on raising awareness, increasing screenings, and facilitating interdisciplinary care for individuals facing the interconnected challenges of heart disease, kidney disease, diabetes and obesity.

Download multimedia here.

Originally published on GoDaddy Resource Library

Tell us a little bit about yourself.

Hi everyone! I am Rahul, a Software Development Engineer, currently working with the Business Metrics Platform Team (FORGE Engineering) at GoDaddy. I am based in Delhi, India, and hold a Bachelor’s degree in Computer Science. I began my journey with GoDaddy as an intern, where I got the chance to work on diverse tasks across different technologies, which helped me learn a lot and gain hands-on experience. After the internship, I transitioned into a full-time SDE role. I truly feel grateful to work with such an amazing team, and being passionate about technology, I look forward to contributing meaningfully and making a positive impact for GoDaddy through the work we do.

How did your internship experience at GoDaddy prepare you for full-time role?

The best part about my internship at GoDaddy was that I never once felt like “just an intern.” From day one, we were encouraged to learn by doing. I still remember my very first meeting with my manager, after introductions, the senior director of our Engineering team told her: “He should be in a position to push production-level code within two weeks.” That moment stuck with me.

What truly amazed me was the passion everyone had for their work and the impact they were creating. As interns, our ideas and opinions were valued just as much as anyone else’s. This kind of culture motivated me to go above and beyond, to push myself harder, and to contribute meaningfully. Along the way, I learned immensely, and that experience shaped me into a more confident and capable professional, well prepared to take on the challenges and responsibilities of a full-time role.

Are there any habits you developed as an intern that still help you today?

From a developer’s perspective, I became much more conscious about writing clean, maintainable code and raising pull requests with clear, meaningful commit messages. I also made it a point to keep our Jira board updated with comments, screenshots, and progress details. This simple habit helped improve team visibility, reduce follow-ups, and keep everyone aligned on progress.

Beyond the technical side, I developed habits like documenting my work thoroughly, breaking down larger tasks into smaller, manageable ones, and most importantly: asking questions. I learned that being curious and seeking clarity early not only prevents rework but also deepens understanding and sparks better ideas. I also made it a point to proactively share knowledge, whether it is a quick Slack tip or something new and interesting I had just learned which builds trust and boosts overall team productivity. These habits, picked up during my internship, have stayed with me and continue to make me a more effective and collaborative teammate today.

If you could go back to your first day as an intern, what would you tell yourself?

Honestly, I would not want to change a thing about my internship journey. Every single day brought something new to learn, and even my mistakes turned into some of my most valuable lessons. If I could go back, I would simply tell myself, “You are about to have an amazing time…soak it all in, learn fearlessly, and enjoy every moment.”

What advice do you have for interns hoping to build strong professional relationships during their internship?

Be enthusiastic, proactive, and never shy away from asking questions. Curiosity is your best tool, learn not just about your own work, but also what different teams are doing.

Here at GoDaddy, no one disregards a question; in fact, everyone is equally enthusiastic about sharing knowledge and exchanging ideas.

So, reach out to people, start conversations, and seek clarity when you have doubts. You will not only gain knowledge, but also build connections that inspire you to think bigger, contribute meaningfully, and create a lasting impact.

Are there any personal or professional goals you’re excited to pursue as a Software Development Engineer?

As a Software Development Engineer, my goal is to grow every day while making a meaningful and lasting impact for GoDaddy. I want to become the kind of developer that teams look up to and genuinely enjoy working with, someone who not only delivers results but also inspires collaboration. I aim to design and implement software solutions that are both interesting and impactful, driving the company towards innovation.

Since I am working on a project that extensively uses AWS cloud services, I am excited to deepen my expertise in that space, building solutions that are scalable and long-lasting. I am also equally fascinated by Agentic AI workflows and look forward to exploring how they can be applied to create smarter, more autonomous systems. For me, it is about continuously learning, contributing meaningfully, and leaving a positive mark on the work we do together.

What do you enjoy doing outside of work?

Outside of work, I am a big cricket enthusiast and an unapologetic Virat Kohli and RCB fan! When they won the IPL title this year for the first time in 18 years, I was absolutely thrilled! (Fun fact: I even wore my RCB jersey to the office the very next day). I also enjoy binge-watching web series on Netflix, with sci-fi being my favorite genre. Black Mirror and Dark are my favourite shows. I make it a point to stay active, so I regularly hit the gym or find time to exercise. And of course, nothing beats spending quality time with family and friends.

Are you enjoying this series and want to know more about life at GoDaddy? Check out our GoDaddy Life social pages! Follow us to meet our team, learn more about our culture (Teams, ERGs, Locations), careers, and so much more. You’re more than just your day job, so come propel your career with us.

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At AMD, we believe in fostering responsible practices in our supply chain, ensuring that together we advance not only in technology but also in ethical business conduct. One way we achieve this is through the AMD Supplier Code of Conduct, which mandates that suppliers establish and enforce policies and practices to communicate and monitor adherence to the Code. To assist our Manufacturing Suppliers in this endeavor, AMD sponsored a supply chain due diligence training session in 2024 facilitated by Responsible Business Alliance (RBA) Advisory Services.

To broaden our reach, AMD collaborated with Marvell, Micron and Qualcomm to design and promote the training session. Our goal was to enhance the semiconductor supply chain’s ability to identify and manage risk throughout the industry. The training covered a variety of topics including anticipated requirements under upcoming global legislation, leveraging RBA tools to facilitate compliance and satisfying RBA and customer expectations regarding worker and environmental protection.

AMD off­ered the virtual training to our Manufacturing Suppliers in the locations of Malaysia and Taiwan. Of those invited, 94% attended. Since completing the training, participants have taken action by engaging their suppliers (AMD sub-tier suppliers), including by:

• Implementing a policy to train new suppliers on responsible recruitment and conducting individual training sessions;
• Providing a refresh training on the RBA Code of Conduct to existing suppliers;
• Initiating a supplier forum to train suppliers on the RBA Code of Conduct;
• Conducting on-site interviews with contract workers and dormitory audits to check compliance with the RBA Code of Conduct; and
• Training internal staff­ on social requirements.

We continue to engage with our suppliers to understand and assess the actions they have taken since the training.

Originally published in AMD 2024-25 Corporate Responsibility Report

Rockwell Automation is proud to officially sponsor Climate Week NYC 2025, the largest annual climate event of its kind, taking place September 21-28. As a global leader in sustainable industrial innovation, Rockwell will highlight how its technologies and partnerships are helping industries accelerate their journey toward net-zero emissions and climate resilience.

The world is changing—and so is the way we talk about the actions we need to take and the investments required to be more sustainable. Climate Week NYC 2025 will be a platform where some of the biggest challenges of our time are being addressed: how to stay competitive in a changing world, how to reduce costs and swiftly unlock barriers, where to spot opportunities, and how investments in clean tech are powering transformative shifts.

With change at the forefront, the theme for Climate Week NYC this year is “Power On.” In essence, Climate Week NYC is powering on to serve as a critical platform for driving climate ambition, fostering collaboration, and showcasing solutions to accelerate the global transition to a low-carbon economy.

“Every solution at Rockwell Automation drives sustainability forward,” said Emmanuel Guilhamon, vice president, sustainability, Rockwell Automation. “Climate Week NYC is a powerful platform to demonstrate how our Connected Enterprise^® and advanced digital solutions are enabling manufacturers to reduce energy consumption, minimize waste, and build more resilient operations.”

Rockwell Automation’s sustainability efforts will be of focus, as attendees learn from roundtables with company leadership about how Rockwell’s Connected Enterprise^® integrates data across operations to drive measurable sustainability outcomes—from energy optimization to carbon tracking.

Attention will also be on industrial artificial intelligence (AI) for long-term climate action, showcasing AI-powered solutions like FactoryTalk^® Analytics™ LogixAI^® and FactoryTalk^® Design Studio™ Copilot, which help companies improve efficiency and reduce environmental impact through smarter automation.

By focusing on safer, more efficient, and lower-emission operations decarbonizing industrial supply chains, leveraging digital twins for climate modeling, and the role of automation in circular economy strategies, Rockwell Automation is pleased to be a purveyor in sustainability efforts to make larger, lasting impacts.

Join Rockwell Automation at Climate Week NYC 2025 to discover how industrial innovation is driving real progress toward a more sustainable future. For more information, visit www.rockwellautomation.com/en-us/sustainability.

PORTLAND, Ore., September 9, 2025 /3BL/ – The Circular Electronics Partnership (CEP) and the Global Electronics Council^® (GEC) today announced a new arrangement, effective immediately, where GEC will officially serve as the host organization for CEP, providing strategic guidance and operational support while preserving CEP’s independent, multi-stakeholder governance structure and global mission. This development reflects the two organizations’ strong alignment on sustainable electronics and a shared commitment to scaling actionable, impactful solutions across the global value chain.

CEP, the world’s foremost platform dedicated to advancing circularity in the electronics sector, brings together stakeholders and industry leaders from every part of the community: design, manufacturing, procurement, collection, recycling, and policy, to ensure that electronics maximize their environmental, economic, and social value. This global organization coordinates innovation from across this network of practitioners in order to accelerate the transition of the industry to a circular value chain, maximizing the use of products, minimizing environmental impacts of material sourcing and manufacturing, and reducing the amount of e-waste. Hosted by the World Business Council for Sustainable Development (WBCSD) since its founding in 2020, CEP is now taking the next step in its evolution.

“We are honored to welcome the Circular Electronics Partnership to the GEC portfolio as an independent initiative with tremendous history and potential.” said Bob Mitchell, CEO of GEC. “Building on the stewardship WBCSD and CEP Partners, this collaboration strengthens our shared vision for a more responsible and circular electronics industry. Together with CEP’s global network, we’ll work to accelerate practical, scalable solutions for the sector.”

Daniel Reid, Head of Secretariat for CEP, emphasized the opportunity this hosting arrangement represents for the global community driving circular electronics innovation.

“GEC’s respected leadership in sustainable technology makes them an ideal host for CEP. This new chapter positions us to build on our momentum and expand opportunities for partnership as we work to make circular electronics the global practice.”

In the months ahead, CEP will announce new initiatives and engagement opportunities for stakeholders across the electronics ecosystem, continuing its mission to catalyze progress toward a circular future.

To learn more about the Circular Electronics Partnership and its work, visit cep2030.org.

 

About the Global Electronics Council

The Global Electronics Council (GEC) envisions a world with only sustainable electronic technology that enhances the well-being of people and the planet. Our mission is to accelerate the transformation of markets toward prioritizing the most sustainable electronic products and services.

As stewards of the EPEAT^® ecolabel, we set global standards for electronics that empower brands, their value chains and their buyers to achieve ambitious sustainability goals. Through our thought leadership, advocacy, and EPEAT ecolabel, GEC is helping to reshape the electronics industry into a driving force for environmental preservation and global well-being.

 

About the Circular Electronics Partnership

The Circular Electronics Partnership (CEP) is a global community leading the transition to a circular economy in the electronics industry. Since its inception in 2021, CEP has brought together six founding partners and over 35 leading tech companies, all working together to transform the sector.

CEP fosters cohesion and drives collective action for greater impact. Serving as a coordination platform, CEP facilitates effective collaboration across the entire electronics value chain. It leverages the strengths of each founding partner, connects existing initiatives, and aligns the sector around a shared vision and roadmap to overcome the barriers to a circular electronics industry by 2030.

 

Erik Fessler 

Senior Manager, Global Communications 
Global Electronics Council
+1 971-380-4088 
mailto:efessler@gec.org

Daniel Reid 

Head of Secretariat
Circular Electronics Partnership
dreid@gec.org

NEW YORK, September 9, 2025 /3BL/ – As the use of artificial intelligence (AI) grows and continues to reshape the workplace, companies are expressing optimism about building inclusive, AI-ready workforces. However, despite $30–40 billion in enterprise investment, a recent MIT study found 95% of corporate AI pilots deliver zero measurable business impact, meaning no discernible financial savings or uplift in profits. This is because the people who use the AI tools—the employees—are often not brought in during the development and implementation.

Which is why Chief Executives for Corporate Purpose (CECP), Provoc, and Partnership on AI (PAI), with support from the Ford Foundation, launched a two-year initiative to integrate employee voices when designing and developing large language models to ensure efficiency, productivity, and growth. During the first year, senior corporate responsibility and sustainability leaders who were part of the Responsible AI Community of Practice participated in learning sessions, provided feedback, and integrated changes to their companies. For example, a major tech firm turned the listening sessions into five new employee training programs, and a manufacturing leader created a company-wide AI baseline assessment.

“The value of this Responsible AI Community of Practice was the ability to speak with and learn from our peers and their experiences,” said Ciara McMenamin, Assistant General Counsel, EXL. “Working with CECP, Provoc, and Partnership on AI ensured that we had an external sounding board and, in many instances, validation for the work we have done around our AI Governance framework. The one surprising output for us was that this was more than a learning opportunity, it was an additional change management tool to leverage in how we engage our employees on Responsible AI development.”

Listening to employee concerns is not just a moral imperative—it’s a strategic one. Employees know where the inefficiencies lie and where infusing AI will have the most significant impact in their outputs and the company’s productivity. And recent data underscores this urgency. A Workday study found that two out of three employees feel unheard at work. These findings highlight the critical need for corporate leaders to demonstrate authenticity and transparency in their efforts to create best-in-class workplaces, or further risk disengagement and increased attrition, at great cost to the company.

Based on the Listen, Act, Be Accountable framework developed by Provoc and the Guidelines for AI and Shared Prosperity developed by PAI, CECP is releasing a new diagnostic tool that will enable organizations to assess how they are incorporating employee voice while adopting AI and digital innovations. This tool will help companies take point-in-time snapshots of listening performance and track progress year-over-year and improve their bottom line. 

“Innovation should be an antidote for inequality, not an accelerant. We believe all workers should have a say in the technologies, policies and economic systems that impact their lives. This work cannot be done by one organization or company. We need collective action, evidence-based frameworks and case studies, as well as business leaders who are willing to lead the way with authentic action,” said Ritse Erumi, Program Officer, Ford Foundation’s Future of Work(ers) program. 

The scorecard includes five main areas for companies to score themselves on: employee inclusion, employee safety, feedback design and communication, authenticity and accountability, and transparency and operationalization. 

“AI adoption is not just a technological shift—it’s an opportunity for us to have agency and bring humanity into the process,” said Nandika Madgavkar, Chief Growth Officer and Principal Lead, CECP. “Companies that prioritize transparency and employee engagement will be the ones that thrive. This community of practice and tools like the scorecard gives leaders a practical way to ensure their workforce feels heard, valued, and prepared for the future.”

By aligning innovation with inclusion and listening, companies can build trust, retain top talent, and maintain a competitive edge in an increasingly AI-driven world. CECP will be inviting a small group of senior corporate responsibility and sustainability leaders to the second year of the Responsible AI Community of Practice to learn how to use the framework and tool in the spring. Please reach out for more information at info@cecp.co. 

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About Chief Executives for Corporate Purpose (CECP)

Chief Executives for Corporate Purpose® (CECP) is the only nonpartisan business counsel and network dedicated to driving measurable returns on purpose. We promote responsible purpose-driven business as it increases customer loyalty, builds employee engagement, improves brand trust, attracts top talent, connects with strategic investors, and contributes to the bottom line.

More than 200 of the world’s leading companies seek to improve their return on purpose through access to CECP’s solutions in insights and benchmarking. With our companies, we harness the power of purpose for business, stakeholders, and society.

For more information, visit http://cecp.co.

CECP Media Contact 
Katie Leasor 
kleasor@cecp.co

August 7, 2025, marks the 106th anniversary of Griffith Foods and another year of blending care and creativity in the food industry. In 1919, Griffith Foods was founded with the intent to “bring science to the food industry”. By redefining the safety standards of Chicago’s meat packing industry, E.L. Griffith and his son C.L. laid the groundwork for what Griffith Foods has become today.

From humble beginnings to a global force for good, Griffith Foods remains driven by the same values that sparked our journey over a century ago. As we celebrate our 106th year of operation, we look forward to nourishing the world for many more.

At Griffith Foods, planting a tree is more than tradition—it’s a symbol of enduring values. Started by Dean Griffith and inspired by his grandfather Enoch’s love of nature, a tree is planted at the opening of new Griffith Foods facilities. This gesture now continues through Brian Griffith, marking facility openings across 30+ countries and six continents.

Over the past century, the Griffith Foods’ purpose has evolved into an international coalition: to “blend care and creativity to nourish the world”. Spanning across four generations, more than 30 countries, and six continents, the Griffith Foods family is committed to creating value for its people, partners, communities, and the planet.

Griffith Foods exists at the intersection of culinary arts, consumer insights, and food and sensory science. By creating delicious and nutritious product solutions, we are hard at work in supporting our customers and the world.

Built on the platform of People, Planet, and Performance, sustainability has become a core pillar of Griffith Foods. In recent years, we saw the introduction of the 2030 Aspirations, a sustainability initiative that solidifies Griffith Foods status as a vessel for the greater good.

The first Aspiration is focused on creating sustainable food networks. Griffith Foods is committed to sourcing their most frequently used spices and herbs from Rainforest Alliance certified suppliers. At the same time, the business is fostering farm-level partnerships to ensure sustainability, primarily through farmers practicing regenerative agriculture.

The second Aspiration heralds developing a product portfolio that is both nutritious and sustainable. Building on an already extensive portfolio, Griffith Foods has introduced products like Nutriamor, a sustainably sourced and nutrient dense powdered drink that has reached approximately 5,000 mothers and children in Columbia.

The final Aspiration targets creating new markets and serving the underserved. An estimated 2.8 billion people around the world are unable to afford a healthy diet. Especially in places like schools and care facilities for the elderly, prioritizing accessible nutrition is essential. By 2030, Griffith Foods hopes to provide 1 billion consumers with affordable and accessible products.

Griffith Foods is also committed to fostering the wellbeing and growth of our people and the communities we call home. With the establishment of belonging communities, diverse voices from all backgrounds are heard, valued, and have a place at the table. Locally, all business units donate one percent of their operating income to local charities and community initiatives.

From humble beginnings to a global force for good, Griffith Foods remains driven by the same values that sparked our journey over a century ago. As we celebrate 106 years of nourishing the world, our purpose continues to evolve—now guided by our 2030 Aspirations and deeply rooted in sustainability and growth. Like every tree we’ve planted, our commitment to nourishing the world continues to deepen, preparing us to impact the decades ahead.

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International Paper CSO Sophie Beckham recently sat down with renowned entrepreneur and podcaster John Shegerian to talk about the value of embedding sustainability into business. In a 35-minute episode of “Impact Podcast with John Shegerian,” Beckham explores the topics of defining the role sustainability plays in corporations, the shift in focus on the circular economy, and managing sustainability strategies across countries and continents.  

 Listen to the podcast here.

The Impact Podcast with John Shegerian has featured over 2,000 guests who all share in common a passion for making our world a better place on a daily basis.

 Sophie Beckham is Chief Sustainability Officer at International Paper (IP), where she works across the enterprise to advance sustainability strategy development. She also serves as the company’s primary external spokesperson and thought leader on issues related to sustainability and stewardship. Her career has been dedicated to driving sustainable business outcomes through purposeful leadership in consumer goods and forest product manufacturing sectors.

About International Paper 
International Paper (NYSE: IP; LSE: IPC) is the global leader in sustainable packaging solutions. With company headquarters in Memphis, Tennessee, USA, and EMEA (Europe, Middle East and Africa) headquarters in London, UK, we employ more than 65,000 team members and serve customers around the world with operations in more than 30 countries. Together with our customers, we make the world safer and more productive, one sustainable packaging solution at a time. Net sales for 2024 were $18.6 billion. In 2025, International Paper acquired DS Smith creating an industry leader focused on the attractive and growing North American and EMEA regions. Additional information can be found by visiting internationalpaper.com