When it comes to solving complex environmental challenges, Georgia doesn’t need more division.

We need more connection. That’s exactly what the Institute for Georgia Environmental Leadership (IGEL) offers: a powerful, people-centered experience that brings together changemakers from across the state to build trust, deepen understanding, and lead boldly toward a more sustainable future.

In a recent interview for Drawdown Georgia’s Climate Digest video interview series, longtime climate justice advocate and IGEL graduate Eriqah Vincent sat down with Monica Thornton, IGEL graduate and board member, and Beth Blalock, IGEL graduate and facilitator, to explore what makes the program so transformative, and why it’s a must for anyone serious about leading on climate solutions in Georgia.

Watch the video here.

The future is brighter with heroes like these. 

Our PSEG Foundation is proud to support Douglass Residential College‘s Women in Science and Engineering (WiSE) program, helping empower young women in STEM through professional development, mentoring with PSEG leaders and career-building experiences. 

Together, we’re helping them develop the skills and confidence they need to make our world brighter and better for all. 

Learn how we’re helping these STEM warriors work toward a brighter future, on Energize!: http://spr.ly/6040f6O9G

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MetLife contributes to a more confident future as an employer, an investor and a provider of financial solutions and expertise. We bring our purpose – Always with you, building a more confident future – to life by creating shared value for our people, our customers, our communities and our shareholders. 

Over the last five years, we have been focused on meeting the financial commitments we made when we introduced our Next Horizon strategy in 2019. Through disciplined and successful execution, MetLife surpassed each of the goals it set, with our focus on sustainability among the driving forces behind every achievement. 

MetLife unveiled New Frontier, the next evolution of our corporate strategy, at the end of 2024. Over the next five years under New Frontier, MetLife will leverage its competitive strength and prioritize responsible growth at lower risk. Sustainability will be an important enabler for how MetLife will generate meaningful impact during New Frontier, meet its objectives and make sure its actions continue to have a positive impact for all its stakeholders. 

Read more about how MetLife is driving long-term value for its stakeholders through its sustainability efforts in our 2024 Sustainability Report.

Forward-Looking Statements
The forward-looking statements in this article, using words such as “continue,” “long-term,” and “will” are based on assumptions and expectations that involve risks and uncertainties, including the “Risk Factors” MetLife, Inc. describes in its U.S. Securities and Exchange Commission filings.  MetLife’s future results could differ, and it does not undertake any obligation to publicly correct or update any of these statements.

MIAMI, July 23, 2025 /3BL/ – Carnival Corporation & plc (NYSE/LSE: CCL; NYSE: CUK), the world’s largest cruise company, today announced that Vicky Rey, vice president of government affairs for Latin America, has been appointed to the Champions 12.3 coalition, a global group of leaders dedicated to advancing Target 12.3 of the United Nations’ (UN) Sustainable Development Goals (SDGs) to halve food waste and reduce food loss by 2030.

A respected industry leader with more than four decades at Carnival Corporation, Rey is known for building trust-based partnerships across sectors to create shared value, opportunity and tangible benefits that align with local needs. Her appointment to Champions 12.3 reflects her role in shaping scalable, impact-driven solutions that are generating lasting change for communities while supporting the company’s commitment to reduce food waste and maximize the use of safe, surplus food across its operations.

This includes spearheading the expansion of the company’s meal donation program to new destination communities across Latin America ensuring surplus meals reach families and organizations in need. The program, which donates high-quality meals to a growing network of food banks, is part of the company’s Less Left Over strategy focused on cutting food waste while maximizing the use of safe, high-quality surplus food to help address food insecurity. As part of a broader effort to minimize food waste, the strategy has helped the company slash food waste by 44% per person in 2024 compared with 2019 levels, surpassing its 2025 interim goal a full year early – all while continuing to offer world-class food and dining experiences. 

“This appointment is deeply meaningful to me,” said Rey. “It represents the collective effort of so many partners, including governments, port teams, nonprofits and dedicated colleagues, who believe in the power of collaboration to develop new solutions that are tackling food loss and waste not just for our business but for communities globally. I’m proud to represent our region and our industry as part of this important global coalition.”

Liz Goodwin, senior fellow and director of food loss and waste at World Resources Institute, which serves as the secretariat for Champions 12.3, welcomed Rey’s appointment:

“I am delighted that Vicky has agreed to join Champions 12.3. She’s passionate about responsibly using every ounce of natural resource, investment and labor behind the food on our plates. We need global leaders such as Vicky to champion the very best ideas and solutions, so that food is used to feed people – never landfills,” said Goodwin.

As Carnival Corporation continues expanding its food recovery and waste reduction efforts, Rey has played a central role in aligning cross-sector partnerships around locally approved frameworks that support safe and effective surplus meal recovery and donation. Her leadership has shaped flexible, trust-based models built on food safety, compliance and community collaboration – which are now being explored in new regions and contexts around the world.

As a member of Champions 12.3, Rey will bring these valuable insights to the coalition of executive leaders from various business, government and civil sectors, helping to develop actionable, replicable surplus meal donation frameworks in partnership with even more destinations.

About Carnival Corporation & plc

Carnival Corporation & plc is the largest global cruise company and among the largest leisure travel companies, with a portfolio of world-class cruise lines – AIDA Cruises, Carnival Cruise Line, Costa Cruises, Cunard, Holland America Line, P&O Cruises, Princess Cruises, and Seabourn.

For more information, please visit www.carnivalcorp.com, www.aida.de, www.carnival.com, www.costacruises.com, www.cunard.com, www.hollandamerica.com, www.pocruises.com, www.princess.com, and www.seabourn.com.

To learn more about Carnival Corporation’s purpose and our positive impact worldwide on people and the planet, go to www.carnivalcorp.com/impact/.

Carnival Corporation Media Contacts

Jody Venturoni, Carnival Corporation, jventuroni@carnival.com

Janna Rowell, Carnival Corporation, jrowell@carnival.com

Across East Texas, fire departments are first on the scene, protecting people, property, and entire communities, often with limited resources. 

To help support their vital mission, Georgia-Pacific LLC contributed $70,000 to fire departments in Diboll, Livingston, Corrigan, and beyond. These funds will help cover daily operations and provide essential equipment and safety gear, ensuring they’re ready to respond when every second counts.

About Georgia-Pacific 
Based in Atlanta, Georgia-Pacific and its subsidiaries are among the world’s leading manufacturers and marketers of bath tissue, paper towels and napkins, tableware, paper-based packaging, cellulose and building products.  Our familiar consumer brands include Angel Soft®, Brawny®, Dixie®, enMotion®, Quilted Northern®, Sparkle® and Vanity Fair®. Georgia-Pacific has long been a leading supplier of building products to lumber and building materials dealers and large do-it-yourself warehouse retailers. Its Georgia-Pacific Recycling subsidiary is among the world’s largest traders of paper, metal and plastics. The company operates more than 150 facilities and employs approximately 30,000 people directly and creates more than 80,000 jobs indirectly. For more information, visit: gp.com/about-us. For news, visit: news.gp.com. Follow Georgia-Pacific on LinkedIn, Meta, Instagram, X and YouTube.

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In an era where supply chain volatility has become the norm rather than the exception, how are industry leaders maintaining agility while controlling costs? The answer lies in integrated logistics — and you can discover the strategies that are redefining supply chain excellence.

Why This Webinar Matters Now

Supply chain professionals in FMCG and retail face an unprecedented challenge: responding faster to market demands while reducing landed costs and ensuring products remain on shelves. Traditional approaches are falling short, and the companies that thrive are those embracing a new paradigm of integrated logistics solutions.

The Next Frontier: How Integrated Logistics Is Redefining Supply Chain Agility is a must-watch Supply Chain Now livestream that will equip you with the insights and strategies needed to navigate today’s complex trade environment successfully.

Learn From Industry Experts

This exclusive session brings together Supply Chain Now hosts Scott Luton and Scott DeGroot with two powerhouse executives from DP World:

  • Brittany Caskey, Chief Commercial Officer – Logistics
  • Carla Montenegro, Vice President – Commercial Freight Forwarding

These industry veterans share real-world insights on how modular, end-to-end logistics solutions are giving brands a competitive advantage in an increasingly unpredictable marketplace.

Whether you’re navigating tariff shifts, demand surges, or last-mile challenges, this session will show you how to stay nimble, scalable, and customer-ready.

Register to View the Livestream Today

What You’ll Discover

This isn’t another theoretical discussion about supply chain trends. You’ll walk away with actionable insights including:

  • Strategic Foundation Building: Understand why freight has emerged as the new control tower for supply chain adaptability and how it serves as the foundational lever for retail agility and demand responsiveness.
  • Flexible Trade Route Design: Learn how to build flexibility into your trade routes without the massive undertaking of reengineering your entire supply chain infrastructure.
  • Smart Warehousing Decisions: Discover when and where warehousing adds genuine value to your operations—and critically, when it doesn’t, helping you optimize costs and efficiency.
  • Modular Logistics in Action: See what configurable, a la carte logistics solutions look like in practice, with real examples of how they’re being implemented successfully.
  • Competitive Advantage Through Integration: Explore how integrated logistics can simultaneously shorten lead times and protect margins without adding operational complexity.

Don’t Miss This Opportunity

In today’s fast-paced business environment, the companies that succeed are those that can adapt quickly while maintaining operational excellence. This livestream offers you the chance to learn from leaders who are already implementing these next-generation strategies successfully.

The insights shared in this session could be the difference between thriving and merely surviving in the current supply chain landscape. Register now to gain access to the strategies that are redefining supply chain agility.

Register to View the Livestream Today

Transform your approach to supply chain management and discover how integrated logistics can become your competitive advantage. The future of supply chain agility starts here.

At the Social Labor & Convergence Program’s (SLCP) recent Stakeholder Meeting in New York, Joleen Ong, Cascale’s senior director of brand and retailer membership, joined a panel of industry experts to share insights on key issues impacting the apparel industry. The “Data Insights and Industry Perspectives” panel was moderated by Anna Burger, SLCP board member, and included Robert Reid, senior manager, corporate social responsibility at Randa Accessories, and Ana Chiu, senior director at PVH Corp.

Ong highlighted the collaboration between Cascale and SLCP and its pivotal role in laying the foundation for an even more targeted, deeper, and impact-driven approach to improving social performance in global supply chains. Delving deeper into Cascale’s collaborative work with SLCP, Ong highlighted the Higg Facility Social & Labor Module (Higg FSLM), which is built on SLCP’s Converged Assessment Framework (CAF), underpinning Cascale’s Support Decent Work for All strategic pillar and reflecting its commitment to champion workers’ rights, ensure fair purchasing practices, and streamline audits to foster safe and equitable workplaces.

Ong shared insights from the recent update to the Higg FSLM and CAF v1.7, noting that the update enhances risk assessment and regulatory alignment to deliver greater transparency through credible, actionable social and labor compliance data, driving decent working conditions across global supply chains. She noted that the CAF, which is available in 60 countries, forms the backbone of the Higg FSLM, making it Cascale’s preferred tool for streamlining assessments, reducing audit duplication, and obtaining credible and actionable data.

Highlighting the benefits of convergence, Ong referenced Cascale’s Better Buying Purchasing Practices Index (BBPPI) survey, which features a “Win-Win Sustainable Partnership” section that gathers manufacturers’ insights on how convergence supports outcomes such as a living wage and health and safety investments. Now, with Better Buying under Cascale, we can link purchasing practice feedback directly to SLCP data patterns. For example, the BBPPI found that:

  • 60% of suppliers reported monetary savings from CAF adoption
  • 24% used those savings to increase wages—a direct indication that reduced audit fatigue is helping to unlock resources for remediation and improvement.

She observed the growing momentum toward convergence: the average SLCP assessment is now shared 2.96 times—a 16% increase from last year—signaling a shift from proprietary tools toward shared trust in the Converged Assessment Framework (CAF). Tools like the Higg FSLM enable multi-brand recognition of a single verified assessment, reducing duplication, building facility ownership of data, and fostering collaboration.

At the same time, social compliance professionals must assess factory risk before production begins—but existing data from converged assessments can often provide these insights without requiring additional questionnaires. Key factors include the number of migrant or contract workers, gender ratios, factory location, and the presence of other buyers—all evaluated against internal codes of conduct and issue criticality.

Common “showstopper” risks include fire safety and forced labor issues. Pre-audit questions can help flag concerns, such as:

  • Do factories in China built before 1998 have automatic fire sprinklers installed, in line with the updated fire code introduced that year?
  • In countries where migrant labor is common such as Taiwan, Malaysia or Japan, have migrant workers paid recruitment fees?
  • In Southern India, are wages paid regularly rather than in lump sums, given known risks of Sumangali schemes?

Converged assessments make this type of pre-screening possible, helping teams prioritize due diligence and focus more time on meaningful remediation—especially when paired with the FSLM’s risk-based prioritization logic.

Ong concluded by sharing how human rights due diligence enhances long-term business resilience by fostering stable and reliable supplier relationships. She advocated for a collective, risk-based approach across industry initiatives to reduce audit fatigue and enable more meaningful resource allocation, thereby achieving lasting improvements.

International Olympic Committee news

A year ago, beneath a stormy summer sky, history unfolded along the River Seine. For the first time ever, the Opening Ceremony broke free from stadium walls and embraced the city itself. Athletes from over 200 National Olympic Committees and the International Olympic Committee (IOC) Refugee Olympic Team floated down the river aboard a fleet of boats, transforming the Seine into a majestic stage.

Despite the rain, over 300,000 spectators lined the riverside in person, and hundreds of millions watched from around the globe – witnessing a city reimagined through sport: proud, creative and inclusive.

Following the opening, for 17 days, Paris came alive with sport and celebration. With nearly 90 per cent of people in the Paris region engaged with the Games, the celebrations were spilling out into every street, venue and screen. From dramatic finishes at the Stade de France to roaring crowds at La Défense Arena, the city pulsed with emotion.

Simone Biles staged a stunning comeback, Léon Marchand lit up the pool with five medals, and Armand Duplantis soared to a new world record. In Tahiti, surfers conquered the waves of Teahupo’o, showing how Paris 2024 expanded both the reach and meaning of the Games. Around five billion people around the world, 84 per cent of the potential audience, followed the magic of Paris 2024, making them the most followed Olympic Games ever.

In keeping with its motto, “Games Wide Open”, Paris 2024 was the first edition fully aligned with the principles of the Olympic Agenda reforms – the IOC’s strategic roadmap to make the Games more inclusive, more sustainable and better tailored to the needs of their host.

And Paris showed this Agenda in action – from planning and procurement to delivery and legacy. Every decision was guided by the question: how can the Games serve the city, its people and generations to come?

More sport for more people

Paris 2024 put sport at the heart of daily life – especially for young people. Through the “Bouger Plus” campaign, 30 minutes of daily physical activity are now being introduced into all French primary schools. Over 38,000 children have so far received free swimming lessons through the “1,2,3 Nagez!” programme.

Since 2017, more than five million young people have taken part in Olympic and Paralympic Week, with 700,000 participating in 2025. The “Impact 2024” Fund supported grassroots projects that brought sport and social innovation to 4.5 million people.

Over 5,000 municipalities across France took part in the “Terre de Jeux” programme, hosting over 50,000 sport-related events since 2019. Some 370 of those municipalities have been awarded the “Ville Active et Sportive” label, which recognises innovative sports policies and, to date, has been granted to towns and cities that between them are home to more than a third of France’s population.

The Paris 2024 Organising Committee’s EUR 76 million budgetary surplus will help carry the Olympic and Paralympic legacy further, with the Paris 2024 Endowment Fund responsible for the promotion and development of sport across France.

An inclusive celebration

Inclusivity ran through every detail of the Games. One million tickets were distributed free of charge to local residents. Every venue was designed or upgraded to improve their accessibility. Those with disabilities participated not just as athletes, but as fans, volunteers, organisers and performers.

Gender equality was a defining feature. Paris 2024 was the first Games to achieve full gender parity on the field of play – thanks to the quota places being distributed equally by the IOC to men and women. Twenty-eight of 32 sports reached full gender balance, and 196 delegations selected both a male and female flagbearer for the Opening Ceremony.

Across the country, thousands of community celebrations brought the Games into everyday life – proving that Paris 2024 truly belonged to everyone.

Delivering social and economic impact

The Games generated an estimated EUR 7 to 11 billion in net value for the Greater Paris region, boosting local industries, skills development and long-term investment. This impact was widely shared, making sure the Games contributed positively to local communities and integrated social considerations into economic opportunities. Over 181,000 people were employed across sectors and 90 per cent of suppliers were French, 80 per cent of which were small or medium-sized enterprises. More than 800 local businesses from the social and solidarity economy helped deliver the Games, bringing visibility and momentum to inclusive entrepreneurship.

Seine-Saint-Denis, one of France’s most diverse and disadvantaged departments, was at the heart of the Games, hosting the Olympic Village and the Olympic Aquatics Centre. The Village is now being converted into a permanent eco-neighbourhood, with private and social housing, schools, nurseries and green public spaces. Having recently re-opened to the public, the Aquatics Centre is now a permanent public facility, creating opportunities for everyday sport in one of France’s most underserved areas for sports infrastructure. To mark the first anniversary of the Paris 2024 Opening Ceremony, the centre will be open for free to the public on 26 July 2025, thanks to an initiative by the Greater Paris Metropolitan Area and Saint-Denis authorities.

Major upgrades to transport, green infrastructure and community services were accelerated. A former Paris 2024 fan zone, Parc Georges-Valbon, located in the heart of Seine-Saint-Denis, underwent its own transformation, becoming France’s largest new urban park and offering residents long-overdue access to nature and recreation.

One of the most powerful symbols of regeneration is the Seine itself. After a century of pollution, the river was cleaned and reopened for public swimming – a major effort that was accelerated by the Games. On 5 July 2025, three new natural swimming areas – at Bras Marie, Bercy and Grenelle – opened to the public.

Throughout the capital, new green spaces, revitalised streets and a calmer urban environment are improving the quality of life – not just for visitors, but for Parisians themselves.

A lighter footprint

These benefits were delivered while also raising the bar for sustainability. Paris 2024 was the first edition of the Games aligned with the Paris Agreement on climate change, cutting the carbon footprint in half compared to the average of London 2012 and Rio 2016. Ninety-five per cent of venues were existing or temporary, with just three low-carbon new builds.

Nearly all six million assets used were reused, recycled or donated. The entire event was powered by renewable energy – with no diesel generators in use and even solar panels floating on the Seine.

Some 87 per cent of spectators used public or active transport, thanks to expanded bike lanes, better infrastructure and a Games plan designed around accessibility and efficiency.

A model, not a template

Paris didn’t just host the Games – it redefined what hosting can mean.

At the core of this shift were the reforms of Olympic Agenda: a commitment to flexibility, relevance and long-term value. The Games are not a fixed model. Instead, they are shaped around the host’s priorities – whether that’s social inclusion, climate action, economic development or urban regeneration.

Paris 2024 brought that vision to life, proving that sport can be a catalyst for systemic change – when it is integrated, intentional and inclusive from the start.

We’ve been working for years to reduce the levels of waste from our operations. We continue to sharpen our focus on food waste, engaging in initiatives aiming to avoid it.

HIGHLIGHTS

  • Approximately (30)% Food waste reduction in Internal manufacturing sites (vs. 2018) (1)
  • Approximately (47)% Food waste reduction from distribution (vs. 2018) (2)

Strategic Approach

Close to a third of all food produced for human consumption is lost or wasted. That’s why we’re focused on key actions across our Company-owned manufacturing sites to help reduce and eliminate food waste.

At Mondelēz International we have governance procedures in place that help us identify wastage hot spots and focus on the biggest losses incurred during production in our manufacturing locations globally. This enables us to create ever-better process capabilities for reduction of waste.

We then apply proven Lean Six Sigma practices by using leading engineering and digital solutions. We continually track performance, enabling us to intervene quickly when corrective actions are needed. Within our manufacturing teams, we are working to identify opportunities and course correct our practices.

Action Plans and Progress

During last year, we focused our key waste-related sustainability initiatives on making our production lines more efficient. We tracked waste trends every month, analyzing them to identify the best opportunities for reduction across our processes and geographies.

In addition to our 2025 goal of reducing food waste in internal manufacturing by approximately 15% (compared to our 2018 baseline) and individual goals across our regions, our businesses and sites keep us focused on continued improvement in areas like waste generated, waste treated and waste to landfill. While our primary focus is on food waste, we also analyzed our waste management throughout the year to identify and act on major opportunities.

In 2024, this approach drove down food waste at our manufacturing sites by about (30)% well ahead of our 2025 goal of approximately 15%.(1) We also delivered about a (47)% reduction in food waste from distribution, progressing to meet our 2025 goal (against our 2018 baseline).(2)

For instance, during 2024 our Claremont plant in Australia achieved an outstanding performance in food waste reduction with multiple improvements in the production lines, such as optimization of the feedstock, segregation, tagging for re-work, automation of manual work and digitalization of waste-tracking generation per shift.

Thanks to these improvements the site reduced more than 1,100 tons of food waste representing approximately 46% food waste reduction against last year.

Our Vitória de Santo Antão plant in Brazil achieved over 440 metric tonnes of food waste reduction driven by multiple process optimization projects that contributed to an improvement in waste reduction.

In Brazil, our Curitiba plant implemented a circular economy project where high-sugar content waste gets upcycled for production of ethanol by third parties. This avoided approximately 840 metric tonnes of waste generation annually.

STOPPING GOOD FOOD GOING TO WASTE

In 2024, our Philadelphia brand continued partnering with the innovative Too Good To Go app to help shoppers in Austria, Germany, Denmark, Finland, Norway, Sweden and Switzerland buy food right before it goes to waste. We identified an opportunity and worked together to help address the uncertainty often caused by the best-before date (BBD), printing the “Often Good After” logo on our packaging.

In Sweden, we also continued donating surplus products to Matmissionen supermarkets, which are then sold at a reduced price to economically vulnerable consumers.

FUTURE OUTLOOK

At Mondelēz International, we continue our path towards food waste elimination by leveraging our business programs in food waste prevention and reduction with key collaborators.

Goals and Metrics

  • 15% food waste reduction in internal manufacturing sites by 2025 (vs.2018)
  • 50% food waste reduction from distribution by 2025 (vs. 2018)

2024 PROGRESS

 

2024

2023

2018

Total waste generated in internal manufacturing sites (metric tonnes) (1) 319,000 332,000 383,000
Total food waste generated in internal manufacturing sites (metric tonnes) (1) 196,000 207,000 278,000
Food waste reduction in Internal manufacturing sites (vs. 2018) (%) (1) (30) %  (26)%

___

Food waste reduction from distribution (vs. 2018) (%) (2) (47) %  (69)%

___

(1) Reported information includes all divestitures to date and the following acquisitions (which were not included in previous years): Chipita, Clif bar, Give & Go, Gourmet Foods, Ricolino and Tate’s Bake Shop except for Evirth (subject to future data integration). We have recalculated our base year 2018 (where applicable) and most recent years 2023 and 2024 for year-over-year comparison. Reported information is verified by an independent third-party and available in our ESG Reporting & Disclosure Reporting Archive. 

(2) 2024 actuals includes all acquisitions except North America Ventures, Give & Go and Evirth. The baseline year (2018) has not yet been restated to match such recent acquisitions. We aim to complete re-baselining in 2025. Reported information includes estimation of volume based on cost to ton conversion.

World-class equipment, technology and services company, CNH, in partnership with PETRONAS Lubrificants International (PLI), through its subsidiary PETRONAS Lubrificantes Brasil (PLB), has launched the FLEETPRO Cycle product line.

It has been developed to serve the agricultural machinery of the Case IH and New Holland brands, as well as CASE Construction Equipment and New Holland Construction.

This portfolio is created with sustainable raw materials, in addition to using high-performance technologies, maintaining the quality and performance standard of the brands. The initiative also reinforces the companies’ commitment to sustainability.

To enable the development of this initiative, the companies have entered into a collaboration with Lwart Soluções Ambientales, a leader in re-refining and the only producer of GII base oils (the main raw material for the production of lubricants) in Latin America. Using the lubricating oil used as raw material and high-tech processes, Lwart manufactures GII base oils with quality equal to or even superior to the first refining base oil, produced from petroleum.

The circular economy is guaranteed with the safe collection of used lubricating oil in more than 500 CNH brand dealerships throughout Brazil.

“This new line is the practical result of a solid CNH strategy, bringing to customers of our agricultural and construction machinery brands an initiative that combines quality, economy, innovation and sustainable technology. The result of this joint work benefits our entire chain and ensures end-to-end performance and safety”, commented Fernando Gaya, responsible for CNH’s Commercial and Parts Operations area for Latin America.

In addition to the reverse logistics of used lubricating oil, PETRONAS has implemented several initiatives focused on the circular economy. The company is a founding member of the Play Fair Institute. The program, present in more than 4,000 municipalities around Brazil, aims to collect and recycle used lubricant packaging. In 2023, the initiative disposed of more than 5.9 thousand tons of plastic materials in an ecological way, 95% of which went to recycling.

PETRONAS also focuses on waste management from its operation in Contagem (MG), where the company’s plant in Brazil is located. “Being part of relevant programs, and having partners such as CNH, Lwart and the Play Clean Institute, is essential for us to achieve our sustainability goals. Such initiatives reaffirm our value proposition: to provide impactful solutions for our customers – in addition to contributing to a more sustainable future, promoting the improvement of society, through innovation and collaboration”, added Eduardo de Silos Santos.

Read more here.

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