Tag: 3BL

Safety isn’t just a responsibility – it’s a promise. At DP World, this year’s Global Safety Day served as a powerful reminder of that truth. Building on last year’s theme, “Don’t Forget Why,” which saw employees receive heartfelt letters from loved ones, the 2025 campaign embraced a new message: “Every Day is Safety Day.”

The theme was inspired by one of those family letters, which read: “Today on Global Safety Day AND ON EVERY OTHER DAY AFTER THAT, please don’t forget why it’s so important to take care of them.” Those words underscore the real reason safety matters: the husbands, wives, children, siblings, and friends waiting for each of us to come home at the end of the day.

A Day of Connection and Reflection

On September 17, DP World executives fanned out across sites in the Americas to engage directly with employees. These conversations reinforced that safety is more than procedures – it’s about people, trust, and care.

A new video released for the occasion shows employees alongside their loved ones, spotlighting the personal “why” behind DP World’s relentless focus on safety. These intimate moments capture the essence of Global Safety Day: safety is not just a workplace value, but a life promise.

Introducing The Safety 7

To further embed this culture, DP World launched The Safety 7, a framework of seven actions guiding how safety is led across all business areas:

1. CARE for each other and embed safety into everything you do.
2. UNDERSTAND the commitments we live by and make sure you apply them every day.
3. LEAD safety discussions and encourage others to actively participate.
4. TALK about your concerns and ask questions with confidence.
5. USE Take time and Stop Work Authority processes to prevent harm.
6. RECOGNIZE your responsibility in keeping yourself and your coworkers safe.
7. ELIMINATE risks from unsafe conditions, unsafe behaviors, and unsafe mindsets.

These principles create accountability and awareness, ensuring safety is everyone’s responsibility – every day.

Safety in Action Across the Americas

The Safety 7 framework is already shaping change through investments in technology and training, including:

• Collision Prevention: Pedestrian detection systems at DP World Fraser Surrey, Canada, and a collision avoidance system for ITVs in Caucedo, Dominican Republic.
• Driver Awareness: Fatigue and distracted-driving cameras installed in ITVs across multiple sites.
• Equipment Safety: A 360-degree alert system for reach stackers in St. John, Canada, reducing blind spots.
• AI Innovation: A hazard identification platform piloted in Perris, CA, Palmetto, GA, and York, PA, using CCTV to continuously detect risks.
• Leadership Training: A bi-weekly safety training platform for contract logistics leaders across the Americas, ensuring consistent and continuous safety education.

These initiatives complement ongoing employee engagement efforts, such as workshops reviewing results of the dSS+ Safety Perception Survey in Posorja, Ecuador, and Santos, Brazil, with more sessions scheduled.

Building a Zero-Harm Culture

For DP World, safety is a journey toward zero harm. That journey depends on trust—between colleagues, leaders, and teams. It also means shifting from being compliance-focused to becoming collaborative partners in safety.

Safety isn’t just a job, it’s a promise. A promise to every family that their loved one will return home at the end of the day.

As Global Safety Day reminds us, safety is not one day on the calendar. At DP World, Every Day is Safety Day.

Learn more about our global safety culture here.

Lenovo’s strategic focus on “Lenovo powers Lenovo” harnesses AI, infrastructure and sustainability to enhance the performance and resilience of its global supply chain

September 25, 2025 /3BL/ – Lenovo, a global technology powerhouse, has retained the No.1 position in the Gartner^® Asia/Pacific Supply Chain Top 10 for 2025, marking its fourth consecutive year^[1] at the top among APAC leaders across industries. The top 10 list spotlights supply chain excellence, including adapting the network to support growth, driving efficiency and resilience through technology adoption, and promoting sustainability through circular innovation. Lenovo’s operational excellence continues to transform its global supply chain and manufacturing footprint. According to The Gartner^® Supply Chain Top 25 for 2025, Lenovo also achieved a significant global milestone by moving up to No.8 in Gartner’s Global Supply Chain Top 25, improving by two places from 2024.

Lenovo is pleased to receive this continued recognition, which reflects Lenovo’s unwavering commitment to AI innovation, operational excellence, and ESG leadership. The company’s strong performance across all scoring criteria reinforces its standing as a global leader in supply chain transformation.

Advancing resiliency through global expansion

Lenovo’s global, flexible and resilient supply chain remains a cornerstone of its ability to navigate geopolitical and economic uncertainties. With its operations touching 180 markets and a manufacturing network spanning more than 30 manufacturing sites across 11 markets, Lenovo continues to scale its operations for greater agility and resilience.

As part of this growth, Lenovo will expand its manufacturing footprint into Saudi Arabia to support customers in the Middle East and Africa (MEA) region. The move strengthens Lenovo’s regional presence, leverages market growth, and enables faster delivery of products, services, and solutions to MEA customers.

These strategic investments support Lenovo’s ability to adapt quickly to global shifts while maintaining high service standards and operational flexibility.

Driving efficiency through AI-enabled autonomous operations

At the heart of Lenovo’s supply chain innovation is its “Lenovo Powers Lenovo” strategy that harnesses its own technology, infrastructure solutions and intellectual capital to transform internal operations. Through this, Lenovo is rapidly infusing AI into every aspect of its global supply chain, from manufacturing and logistics to sustainability and customer service.

For example, Lenovo has developed a new AI-enabled tool that offers extensive visibility across its supply chain, offering real-time risk alerts, automation, and decision-making support. If logistics are impacted by congested lanes, the system automatically detects and flags the disruption, evaluates alternatives and their costs, and recommends the optimal course of action.

“It’s an honor to be named No. 1 in Asia Pacific for the fourth year and moving up in the global rankings is a powerful validation of our efforts to build a smarter, more resilient supply chain,” says Amar Babu, President of Lenovo Asia Pacific. “From AI-powered tools to sustainable logistics, our innovations are helping customers and partners gain an operational edge in a dynamic world.”

Advancing sustainability through circular innovation

Sustainability continues to be on the agenda for Top 10-ranked Asia/Pacific supply chain leaders, with circular innovation emerging as a core strategy.

Lenovo also leads in circularity, integrating recycled materials into over 298 product lines, including the use of aircraft by-product carbon fiber. The company has also advanced sustainable packaging through innovative materials like sugar cane and bamboo, reinforcing its commitment to responsible product development.

Lenovo also ranked #3 in the Gartner Supply Chain Top 25 and Masters for 2025: High Tech Top 10 ranking.

Read more: Gartner Supply Chain Top 25 ranking and methodology

Gartner Subscribers can read more in The Gartner Supply Chain Top 25 for 2025: Insights on Leaders. 

^[1] https://www.gartner.com/en/documents/6750034

###

Source of attribution
The Gartner Supply Chain Top 25 for 2025: Insights for APAC,  Teh Leng Tan, Sergio Coelho, 21 July 2025

The Gartner Supply Chain Top 25 for 2025: High Tech, Alejandro Santalo, Teh Leng Tan, Cori Masters, 8 July 2025

GARTNER is a registered trademark and service mark of Gartner, Inc. and its affiliates in the U.S. and internationally and is used herein with permission. All rights reserved.

Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

About Lenovo

Lenovo is a US$69 billion revenue global technology powerhouse, ranked #196 in the Fortune Global 500, and serving millions of customers every day in 180 markets. Focused on a bold vision to deliver Smarter Technology for All, Lenovo has built on its success as the world’s largest PC company with a full-stack portfolio of AI-enabled, AI-ready, and AI-optimized devices (PCs, workstations, smartphones, tablets), infrastructure (server, storage, edge, high performance computing and software defined infrastructure), software, solutions, and services. Lenovo’s continued investment in world-changing innovation is building a more equitable, trustworthy, and smarter future for everyone, everywhere. Lenovo is listed on the Hong Kong stock exchange under Lenovo Group Limited (HKSE: 992) (ADR: LNVGY). To find out more visit https://www.lenovo.com, and read about the latest news via our StoryHub.  

In just two hours, our Gen team in Pune came together for a Recycled Notebook-Making Volunteer Activity. They showed up to fold pages, design covers and create something meaningful — transforming what was once waste into beautiful notebooks. All of the notebooks were donated to kids in need in India.

This initiative was more than just a fun activity; it was a commitment to sustainability, teamwork and creative problem-solving.

• Expands hybrid AI + physics analytics for deeper, plant-wide insights and proactive decision making
• Persona-based workspaces and multilingual support streamline collaboration and reduce onboarding time
• Collaborative modeling and strategy tools accelerate deployment and improve operational outcomes

MILAN, Italy, September 24, 2025 /3BL/ – Baker Hughes, an energy technology company, announced a major update to Cordant™ (Release 25.2.1), introducing powerful new capabilities across its Asset Performance Management (APM) and Process Optimization (PO) offerings. The newest release builds on Cordant’s modular, AI-powered foundation to deliver deeper insights, faster decision-making and seamless cross-functional collaboration across energy and industrial operations.

Cordant™ enhances operational efficiency and enterprise-wide value realization by removing siloes, connecting data across domains to deliver a unified solution experience. By integrating advanced hybrid AI + physics analytics, simulation environments, and persona-based workspaces with improved governance and multilingual support, the release helps customers reduce risk, drive reliability and accelerate strategy execution across assets and processes.

“This release is a significant step forward in helping our energy and industrial customers unify their data, teams and insights,” said Aravind Yarlagadda, senior vice president of Industrial Solutions, Industrial & Energy Technology at Baker Hughes. “With Cordant 25.2.1, we are giving customers the tools to break down silos, reduce complexity, and optimize outcomes – whether they’re focused on asset health, process performance or strategic operations planning.”

Customer-centric enhancements in Cordant 25.2.1
The release includes major updates across several modules in the Cordant™ suite:

• Deeper AI-powered insights: Expanded hybrid AI + physics-based analytics deliver broader equipment coverage and predictive failure detection across turbines, compressors, pumps and more. A new AI Assistant for Work Management accelerates case resolution and boosts productivity.
• More intelligent asset performance management: Unified visibility and actionable insights across health and strategy domains, supported by seamless collaboration tools, role-based access and structured evidence tracking.
• Improved productivity: New persona-based workspaces and multilingual support in over 20 languages help reduce onboarding time and improve efficiency across global teams. An integrated, searchable user guide accelerates onboarding, reduces support requests, and ensures users can find help when they need it.
• Faster strategy execution: Collaborative modeling tools, component strategy management and “calculated criticality” prioritization enable faster, more impactful asset and defect management decisions
• Advanced process simulation and performance optimization: A redesigned simulation environment supports profile-based modeling and real-time collaborative workflows, improving accuracy, reducing costs, and increasing agility across process operations.
• Enhanced governance and support: Unified communications, real-time system transparency, AI-enabled work assistance and enhanced notification and access control tools improve user trust, case resolution speed and overall operational control.

Cordant™ is a modular, AI-enabled industrial enterprise solution that optimizes assets, processes, and energy use at scale. Acting as a digital thread across operations, Cordant™ automates decision-making, enhances reliability, and supports sustainability — elevating operational data from plant-level tools to strategic, enterprise-wide impact. 

With a 100-year heritage of energy innovation, Baker Hughes is integrating digital solutions such as Cordant™ with the company’s proven technologies to help customers achieve greater efficiency, extend asset life, and maximize returns. Learn more about the company’s end-to-end digital portfolio here.

About Baker Hughes
Baker Hughes (NASDAQ: BKR) is an energy technology company that provides solutions to energy and industrial customers worldwide. Built on a century of experience and conducting business in over 120 countries, our innovative technologies and services are taking energy forward – making it safer, cleaner and more efficient for people and the planet. Visit us at bakerhughes.com.

For more information, please contact:
Media relations
Kerry Davis
Kerry.Davis@BakerHughes.com
+44 7443 157 262

SWORDS, Ireland, September 24, 2025 /3BL/ – Trane Technologies (NYSE:TT), a global climate innovator, has been celebrated with a sweep of prestigious recognitions spotlighting its outstanding workplace culture and forward-thinking leadership. TIME, Fortune, Forbes, 3BL and Glassdoor have all named Trane Technologies among this year’s best companies and workplaces.

In just this month alone, Trane Technologies has been recognized in:

• TIME’s World’s Best Companies list for the third consecutive year
• Fortune’s list of the Best Workplaces in Manufacturing and Production for the second consecutive year
• Forbes’ inaugural list of America’s Best Employers for Company Culture 2025
• 3BL’s 100 Best Corporate Citizens list for the sixth consecutive year, and
• Glassdoor’s Best-Led Companies 2025

“At Trane Technologies, our culture has been a catalyst for our success,” said Dave Regnery, chair and CEO of Trane Technologies. “We know that an uplifting, inclusive culture empowers our people to innovate, collaborate, and deliver great results. When our employees feel supported and inspired, we unlock the potential to create value for our customers, our shareholders, our communities, and for the world.”

TIME’s list of the World’s Best Companies recognizes organizations with high employee satisfaction, strong growth, and transparency in their sustainability practices. Fortune’s Best Companies in Manufacturing and Production™ is based on analysis of survey responses from nearly 107,000 employees at Great Place To Work Certified™ companies in the manufacturing and production industry.

Forbes America’s Best Employers for Company Culture 2025 is determined through a comprehensive process that includes survey responses from current employees, industry feedback, evaluations from friends and family, and research conducted by the market research firm Statista. 3BL’s 100 Best Corporate Citizens evaluates Russell 1,000 companies on multiple factors, including climate change, employee relations, environment, governance and human rights. Glassdoor’s Best-Led Companies honors exceptional senior leadership teams that go above and beyond to redefine the employee experience.

These accolades are the latest in a series of honors awarded to Trane Technologies by TIME and Fortune. Earlier this year, the company was recognized on Fortune’s World’s Most Admired Companies list for the 13th consecutive year and ranked 20^th on TIME’s list of the World’s Most Sustainable Companies. Additionally, the company earned Great Place To Work® Certification™ in the United States for the fifth consecutive year.

Trane Technologies continues to lead the way in decarbonizing buildings, industry, and the cold chain by reducing energy consumption and carbon emissions both for its customers and within its own operations, all while consistently achieving outstanding business and sustainability performance.

The company has made substantial progress toward its 2030 Sustainability Commitments, notably reducing customer carbon emissions by 237 million metric tons since 2019. This achievement puts Trane Technologies on track to meet its Gigaton Challenge goal of reducing one gigaton (one billion metric tons) of customer carbon emissions by 2030.

# # #
 

About Trane Technologies
Trane Technologies is a global climate innovator. Through our strategic brands Trane® and Thermo King®, and our portfolio of environmentally responsible products and services, we bring efficient and sustainable climate solutions to buildings, homes and transportation. Visit tranetechnologies.com.

This news release includes “forward-looking statements” within the meaning of securities laws, which are statements that are not historical facts, including statements that relate to our sustainability commitments and the impact of these commitments. These forward-looking statements are based on our current expectations and are subject to risks and uncertainties, which may cause actual results to differ materially from our current expectations. Factors that could cause such differences can be found in our Form 10-K for the year ended December 31, 2024, as well as our subsequent reports on Form 10-Q and other SEC filings. New risks and uncertainties arise from time to time, and it is impossible for us to predict these events or how they may affect the Company. We assume no obligation to update these forward-looking statements.

After a 16-hour flight, several hours of entertaining my three-year-old, and despite the jet-lag, I’m putting pen to paper on my reflections while my little one takes her afternoon nap. It feels like the right moment to reflect — because our Annual Meeting 2025 in Hong Kong was nothing short of extraordinary.

This was our biggest and best yet: over 700 attendees, 100+ speakers, and 33 sponsors came together under the theme “A Movement for All.” It was the first time our programming centered outright on two problem statements, including unpacking how to make responsible purchasing practices the norm and trouble-shooting more effective buyer-supplier engagement models. The energy in every room made it clear: this is a movement that’s only gaining momentum.

What stood out most this year was the engagement of manufacturers. Their presence and voice were felt across every stage, roundtable, and networking moment. It was noticed by everyone. And rightly so, because accelerating climate action and embedding responsible purchasing practices can only happen if manufacturers are at the center of the conversation.

The content and dialogue across the two days were outstanding. From urgent discussions on climate risks and adaptation, to bold ideas for rewiring buyer–supplier relationships, to practical steps on responsible purchasing practices, every session pushed us forward. The honesty from C-suite leaders (we also had more CEOs joining the event than ever before) was refreshing, the insights from practitioners were invaluable, and the collective sense of responsibility was inspiring.

Of course, none of this would have been possible without the remarkable effort of the Cascale team. From content planning to logistics, from sponsorship to media, from speaker support to production — you brought passion, professionalism, and determination at every step. I am deeply proud of what we accomplished together. So, thank you again for your collective efforts.

As I look back, here are a few personal takeaways from Hong Kong:

• Manufacturers stepped up. Their engagement and honesty shaped the dialogue in a way that felt fresh and much-needed.
• C-suite leaders didn’t hold back. The candid discussion on power dynamics and purchasing practices showed both the challenges and the pathways forward.
• Climate action and decent work are inseparable. Every conversation circled back to the fact that these aren’t parallel issues; they’re intertwined.
• Energy and appetite for solutions are strong. Despite political headwinds, the sense of urgency and collaboration was palpable.
• Our team raised the bar. From planning to execution, this was Cascale at its best, and I couldn’t be prouder.

This event has set a new bar. We broke records, built new connections, and sparked ideas that will shape our industry in the months and years ahead. And we’re not stopping here. We’re already excited for what’s next: the Cascale Annual Meeting 2026 in Greece.

Thank you to everyone who joined us in Hong Kong, in person and virtually. Together, we’re proving that sustainability is not just a goal, but a business imperative. And together, we are building a movement for all.

— Lee GreenVP, Marketing & Communications

Cummins

For nearly two years, Adam has brought a unique blend of discipline, leadership and heart to his role at Cummins. As part of the Health and Safety Center of Excellence, Adam oversees contractor safety on a global scale while ensuring compliance with health and safety regulations across Cummins sites in North America. Adam says, “the responsibility it carries is both significant and deeply rewarding.”

Before joining Cummins, Adam spent 22 years serving in the U.S. Marine Corps. His journey from a military career to the corporate world wasn’t just a career shift—it was a full transformation. “My previous ‘normal person’ job was at Blockbuster Video when I was 17,” he shares. “So transitioning was a scary time!”

In the Marines, Adam served as an Aviation Ordinance Officer, an expert in explosives and weapons safety. At Cummins, he now applies that deep safety experience to manufacturing and industrial environments. “I’m proud of how much I’ve grown. I used to make things go boom—now I focus on making things safe,” he says with a smile. “The military taught me to bloom where I’m planted, and that’s what I’ve tried to do here.”

Adam’s introduction to Cummins came through the Hiring Our Heroes internship program as he prepared to retire from the military. During the internship, he quickly noticed something special. “I met several Cummins employees who had been with the company for 15–20 years—even a few second-generation employees. That kind of loyalty doesn’t happen by accident,” he says. “Cummins shared the same values I’d come to know in the Marine Corps—integrity, leadership and commitment. That’s when I knew this was the place for me.”

Like many veterans, Adam found the transition to civilian life challenging—especially when it came to communication styles and decision-making processes. “I didn’t understand why emails started with ‘I hope you are doing well,’” he laughs. “I was used to direct, bottom-line communication.” He also had to adjust to a slower, more consensus-driven approach to decision-making, in contrast to the fast-paced, high-pressure nature of military operations. Fortunately, Adam didn’t have to navigate these changes alone. He was supported by strong mentors and supervisors at Cummins who provided weekly one-on-one meetings, clear expectations and the encouragement he needed to bridge the gap between military service and corporate success.

Adam is also a proud member of the Veterans Employee Resource Group (VERG) at Cummins. Encouraged by his first supervisor to get involved, he found a space full of understanding, support and inspiration. “Some of my favorite moments have been hearing from speakers like Lorrie Draude, Bianca Baldwin and the Bear Hug Cattle Company,” he says. “Their stories about life during and after military service really resonated with me.”

To veterans considering a career transition, Adam offers this advice:

“Don’t be afraid of the change. I could’ve transitioned into something similar to my military job, but I wanted something new. I’ve grown so much because of it.”

At Cummins, Adam continues to prove that the values and skills he developed in the military—mission focus, adaptability and leadership—are not only transferable but invaluable in the corporate world. His story is a reminder of what’s possible when organizations like Cummins open doors for veterans ready to write a new chapter.

Over 1,500 miles from the Kingsburg CEC, in Texas, sustainability takes shape in the form of used phones being given a second life.

T-Mobile’s Reverse Logistics facility in Dallas plays a vital role in the company’s circular economy strategy and has a long-standing commitment to sustainability.

Rusty Johnson, Senior Director of Reverse Operations and Partner Management, brings 20 years of experience in the field of reverse logistics. His team oversees the refurbishment, repair, and recycling of returned devices — and their work was spotlighted in T-Mobile’s latest Corporate Responsibility Report. In 2024 alone, the company prevented 11 million used devices from ending up in landfills.

“The reverse logistics team builds and manages a vendor network that delivers post-sale processes and support for devices, accessories, and home internet products,” Johnson explains. “By repairing and refurbishing products, fewer items are discarded, reducing both waste and the greenhouse gas emissions that would result from their decomposition.”

Johnson notes this effort is an important contributor to one of T-Mobile’s biggest sustainability milestones: reducing the company’s overall carbon footprint by 14% in 2023 alone.

“By minimizing waste we’re also reducing the need to mine for precious metals found in devices such as gold, palladium, nickel and copper.”

Rusty Johnson, T-Mobile’s Senior Director of Reverse Operations and Partner Management

Over the years, Johnson’s team has built a system rooted in exceptional efficiency. In October 2024 alone, the facility received around 1 million devices, which were processed for resale through steps such as reconciling, triaging, repairing and re-kitting. With the help of new automation tools, most devices are ready for reuse within just 7 to 12 days. Impressively, 97% of them are certified by UL ECOLOGO and EPEAT— ensuring the products meet rigorous third-party environmental standards through comprehensive testing and auditing.

“I’m glad to see such a strong, company-wide focus on something we’ve taken seriously in the reverse logistics team for more than two decades,” says Johnson. “Currently, 97% of all the devices we handle can be reused instead of ending up in landfills — which also means less need to mine the valuable materials they’re made from — like gold, palladium, nickel, and copper.”

Across T-Mobile, this commitment to sustainability fuels a sense of purpose. Johnson says it motivates his team, renews their passion for the work they’ve long championed, and inspires them to strive for even greater impact moving forward.

Looking ahead, T-Mobile is focused on managing its environmental footprint in ways that drive efficient, sustainable business growth — all while empowering the people behind that progress. Whether through smarter commuting options, more efficient facilities or forward-thinking device reuse strategies, the company continues to embed innovation into how it operates — proving that long-term resilience starts with everyday actions.

At T-Mobile, doing good isn’t just a mission — it’s a mindset.

*33% Reduction in total Scope 1, 2, and 3 emissions since 2020 using market-based Scope 2 emission figures and excluding Scope 3 indirect use-phase emissions.100% Renewable Electricity: T-Mobile matches its own annual electrical usage with renewable energy from a portfolio of sources including: virtual power purchase agreements, a green direct program, renewable retail agreements, community solar agreements, and unbundled REC purchases.

Volunteerism is a cornerstone at the Life Science business of Merck KGaA, Darmstadt, Germany. Through its skills-based and non-skills-based employee volunteer program, SPARK™, the company is committed to giving back to the communities where it operates. Employees are able to volunteer up to 16 hours of paid volunteer time annually, supporting causes they care about through a wide range of activities. These include the company’s own science education programs, science expos, site tours, civic events and its annual global food drive.

“Since launching SPARK™ in 2016, we have seen a significant growth in employee participation and engagement,” said Melissa Hackmeier, Global Head of Employee & Community Engagement, Sustainability & Social Business Innovation at MilliporeSigma, the U.S. and Canada Life Science business of Merck KGaA, Darmstadt, Germany. “Volunteering not only strengthens our communities, but it also helps our people grow as leaders, collaborators and changemakers.”

In 2025, SPARK™ continues to ignite curiosity. In just the first half of the year, the program has reached over 55,000 students in 26 countries, thanks to the dedication of 2,600 employees who have contributed 14,439 volunteer hours. Through hands-on science education and community engagement, SPARK™ is inspiring the next generation of scientists and reinforcing the company’s commitment to building a more sustainable future.

Curiosity Cube

In the first half of 2025, 684 employees from the company volunteered 4,051 hours at the Curiosity Cube, a mobile science lab designed to bring hands-on STEM experiences directly to students. This innovative lab has helped 18,223 students envision themselves as STEM professionals. This year, SPARK™ volunteers are introducing students to the world of artificial intelligence (AI). The Curiosity Cube also expanded its reach beyond North America and Europe to a new continent, Africa, bringing science education to even more communities. 

“One of the best parts of volunteering with the Curiosity Cube is showing students that STEM careers are within their reach,“ said Natalie Randolph, Curiosity Cube Manager at MilliporeSigma. “In the mobile science lab, they see scientists who look like them, and they start to picture themselves in these careers.”

Curiosity Labs^®

SPARK™ volunteers are also making an impact through Curiosity Labs^® bringing hands-on science to life in classrooms around the world. This year, they’re offering 11 options from the Curiosity Labs^® lesson library, including a new lesson on AI in Drug Discovery. Since the beginning of the year, 491 employees have delivered 416 lessons, reaching 9,189 students. Volunteers are also making use of the newly opened Curiosity Labs^® STEM Center at the company’s Darmstadt, Germany headquarters, which offers the Curiosity Labs^® lessons on site.

Volunteer, Renée Laliberte, Engineer and Business Manager at MilliporeSigma, helped with a school visit to the company’s Lenexa, Kansas facility. During the visit, Laliberte brought students into the world of a scientist for the day. When asked what she enjoyed most about the experience, Laliberte said, “This experience went well beyond teaching science, it fostered the students’ curiosity, confidence and problem-solving skills that they can use every day.”  

GirlStart and SPARK™

MilliporeSigma employees are helping guide girls towards STEM futures through their continued support of Girlstart, one of the company’s Signature Partners. Signature Partnerships are large-scale, long-term collaborations designed to create meaningful, lasting impact in the communities where employees live and work. 

Earlier this year, Khadija Ben Hammada, Member of the Executive Board and Chief People Officer at Merck KGaA, Darmstadt, Germany, joined her Human Resources team at the company’s Burlington, Massachusetts facility for a team building event to create STEM kits for local Girlstart campers.

“Partnering with Girlstart through SPARK™ is a meaningful way for our employees to help empower young learners to explore STEM,” said Hammada. “By assembling STEM kits, we’re fueling hands-on experiences that spark curiosity and make science more accessible at a formative age.”

2025 Goals

By the end of 2025, the company aims to have over 5,000 employees across 30 countries, contributing 35,000 volunteer hours and engaging more than 115,000 young minds.

To learn more about SPARK™ and other employee volunteer initiatives from MilliporeSigma, visit the company’s sustainability & social business innovation page.

EMERYVILLE, Calif., September 24, 2025 /3BL/ – SCS Standards and Assurance Systems is pleased to announce that version 5.0 of the SCS-106 Verification Standard for Recycling Operations is now available for public review.

SCS-106 has been updated from its previous 2014 version as a verification standard, rather than a certification standard. The standard has been restructured and simplified overall and now looks at the previous 12 months of data for recycling operations to verify that a recycling facility is diverting waste from landfill, incineration, or permanent storage by processing waste (reclaimed material) into usable material (recycled output). As a result, the name has changed from SCS-106 Recycling Program Standard, to SCS-106 Verification Standard for Recycling Operations.

SCS-106 fits into the larger ecosystem of SCS’ circularity standards, complementing the SCS Certification Standard for Zero Waste (SCS-110) and the SCS Certification Standard for Recycled Content (SCS-103).

The public is welcome to comment on the SCS-106 version 5.0 updates until November 5th, 2025. To submit comments, please reach out to standards@scsstandards.org, or please visit our website.

About SCS Standards and Assurance Systems

SCS Standards and Assurance Systems is an organization committed to the development of standards that advance the United Nations Sustainable Development Goals. Standards are developed in alignment with best practices and guidelines provided by internationally recognized bodies to ensure a robust, transparent, and collaborative approach. SCS Standards and Assurance Systems is the official standards development body for Scientific Certification Systems, Inc. For more information, visit www.SCSstandards.org.

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Victoria Norman

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