The New CSRD Reality: What Changed and What Companies Should Do in 2026

Inogen Alliance — Thu, 16 Apr 2026 12:10:00 -0400

The Corporate Sustainability Reporting Directive (CSRD) has quickly become one of the most significant developments in sustainability reporting globally. However, recent regulatory updates from the European Union—particularly the Omnibus Simplification Package—have reshaped the landscape.

These changes have created both relief and uncertainty for companies. While the scope of CSRD has narrowed and reporting requirements have been simplified, many organizations are now asking the same questions:

Does CSRD still apply to us?
If we fall out of scope, should we continue reporting?
What standards should we follow moving forward?

During a recent webinar hosted by Inogen Alliance, sustainability experts discussed the new CSRD reality and what companies should focus on in 2026 and beyond. Below are the key takeaways.

Find the full on-demand webinar recording and materials here!

Why CSRD Was Revised

When CSRD was first introduced, it significantly expanded the number of companies required to disclose sustainability information using the European Sustainability Reporting Standards (ESRS).

However, many organizations raised concerns about the complexity and administrative burden associated with implementation. In response, the European Commission introduced the Omnibus Simplification Package, designed to:

Reduce regulatory burden on companies
Improve EU competitiveness
Streamline sustainability reporting frameworks

As a result, the scope of CSRD has been significantly reduced, and reporting requirements have been simplified.

New CSRD Scope: Who Must Report Now?

Under the revised rules, the threshold for companies required to report under CSRD has increased.

Companies must now meet both of the following criteria:

€450 million or more in net revenue
More than 1,000 employees

This simplified threshold now applies to both listed and non-listed companies.

Reporting Timeline

The implementation timeline also changed:

Company Type	First Reporting Year	Report Published
Large listed companies already subject to CSRD	FY2024	2025
Large non-listed companies (>1000 employees)	FY2027	2028
Non-EU companies meeting revenue thresholds	FY2028	2029

The Omnibus package also introduced a “stop-the-clock” delay, giving many companies additional time before reporting requirements begin.

Major Changes to the ESRS Reporting Standards

Along with narrowing the scope, regulators also introduced simplified ESRS standards (ESRS Set II).

The goal is to make sustainability reporting more practical and user-friendly.

Key Improvements

The revised standards include:

1. Simplified structure and language
Reporting standards have been rewritten to improve clarity and usability.

2. Fewer data points
Data disclosure requirements were reduced by approximately 60%, primarily by removing overlapping narrative requirements.

3. More flexibility for companies
Companies now have greater flexibility in determining how to disclose sustainability information.

4. Greater focus on decision-useful information
Instead of reporting everything possible, organizations must ensure their reports provide a “fair presentation” of sustainability performance.

This principle—borrowed from financial reporting—means companies must disclose information that is relevant and meaningful for stakeholders and investors.

What Has Not Changed

Despite these simplifications, several core elements of CSRD remain unchanged.

Metrics Are Still Required

Key sustainability metrics remain central to reporting, including:

Greenhouse gas emissions (including Scope 3)
Energy consumption
Water usage
Waste generation
Workforce metrics

These metrics require robust data collection and management systems, which remain one of the most challenging aspects of implementation.

Double Materiality Remains Critical

The double materiality assessment (DMA) continues to be the foundation of CSRD reporting.

This process requires companies to assess:

Impact materiality – how their operations affect the environment and society
Financial materiality – how sustainability issues affect financial performance

Organizations must identify their material sustainability topics and disclose relevant data accordingly.

Increasingly, companies are integrating DMA results with enterprise risk management systems, aligning sustainability risks with broader corporate risk frameworks.

Assurance Requirements Still Apply

Companies subject to CSRD must still undergo limited assurance audits of their sustainability reports.

While earlier plans called for transitioning to more rigorous reasonable assurance, that requirement has been removed.

However, organizations should still expect detailed scrutiny of sustainability data and documentation.

What Happens If Your Company Falls Out of Scope?

One of the biggest impacts of the Omnibus package is that many companies previously preparing for CSRD are no longer required to report.

However, this does not mean sustainability reporting will disappear.

Companies may still choose to report voluntarily for several reasons:

Customer requirements within supply chains
Investor expectations
Competitive positioning
Access to sustainable finance

For these organizations, a new voluntary framework has emerged.

Voluntary Sustainability Reporting for SMEs

The European Financial Reporting Advisory Group (EFRAG) introduced the Voluntary Sustainability Standard for SMEs (VSME).

This framework is designed for companies that are not subject to CSRD but still need to provide sustainability information, especially within supply chains.

Key Features

The VSME framework includes:

Around 100 data points, significantly fewer than ESRS
No requirement for a double materiality assessment
Simplified ESG metrics and disclosures
Optional publication (reports can be shared privately with stakeholders)

The framework also supports companies supplying larger organizations that must report under CSRD.

Why Companies May Continue ESG Reporting Anyway

Even with regulatory relief, most companies are not abandoning sustainability reporting.

Global surveys consistently show that organizations see ESG reporting as valuable for:

Risk management
Investor relations
Access to capital
Brand reputation
Supply chain transparency

In addition, sustainability reporting regulations continue to expand globally in regions such as:

Canada
Australia
Japan
China
The United Kingdom
The United States

As a result, many companies are continuing to build ESG reporting capabilities regardless of CSRD scope.

Practical Steps for Companies in 2026 for CSRD

Organizations navigating the new CSRD landscape should focus on the following priorities.

1. Determine Your Regulatory Scope

Confirm whether your organization falls within the updated CSRD thresholds or qualifies for voluntary reporting.

2. Strengthen Sustainability Data Systems

Reliable ESG data collection and documentation remain essential—especially for metrics related to emissions, energy, and workforce indicators.

3. Align Sustainability With Risk Management

Integrating sustainability risks into enterprise risk management systems can improve governance and reporting consistency.

4. Consider Voluntary Reporting

Companies outside CSRD scope may still benefit from adopting:

VSME standards
Simplified ESRS frameworks
Other global sustainability reporting standards

5. Prepare for Ongoing Regulatory Evolution

Sustainability reporting frameworks are still evolving. Companies should monitor upcoming developments such as:

Finalization of simplified ESRS standards
Non-EU reporting standards (NESRS)
Additional voluntary reporting frameworks

The Bottom Line

The Omnibus Simplification Package has changed the scope of CSRD—but it has not eliminated the importance of sustainability reporting.

Instead, the EU is moving toward a more focused, flexible approach that emphasizes meaningful sustainability insights over excessive disclosure.

For companies operating globally, the message remains clear:

Sustainability transparency is becoming a business expectation, not just a regulatory requirement.

Organizations that invest now in strong ESG data systems, governance processes, and reporting frameworks will be best positioned to navigate the evolving sustainability landscape.

If you would like support understanding how CSRD changes affect your organization—or how to implement voluntary ESG reporting frameworks—Inogen Alliance experts across our global network are ready to help.

Inogen Alliance is a global network made up of over 70 of independent local businesses and over 6,000 consultants around the world who can help make your project a success. Our Associates collaborate closely to serve multinational corporations, government agencies, and nonprofit organizations, and we share knowledge and industry experience to provide the highest quality service to our clients. If you want to learn more about how you can work with Inogen Alliance, you can explore our Associates or Contact Us. Watch for more News & Blog updates, listen to our podcast and follow us on LinkedIn.

The Tire Industry Project Enables More Accurate and Credible Environmental Performance Disclosure With Updated Product Category Rules

Tire Industry Project — Tue, 17 Mar 2026 09:01:00 -0400

GENEVA, March 16, 2026 /3BL/ - The Tire Industry Project (TIP), in partnership with UL Environment, announces updated Product Category Rules (PCR) for tires, improving the framework for measuring environmental performance and enabling transparent reporting across the industry.

A PCR is a guideline for manufacturers of a given type of product to conduct lifecycle assessments (LCAs) and produce Environmental Product Declarations (EPDs), ensuring comparable environmental reporting for their products. Effective for the next five years, the revised PCR incorporates new science-based data, including more precise accounting for greenhouse gas emissions. It better aligns with current manufacturing conditions, such as the use of renewable electricity in tire manufacturing facilities, and with the latest vehicle-related factors such as improved fuel efficiency and emerging fuel types. It also requires consistent reporting when new materials are introduced, improving product comparability and making it easier to track sustainability progress.

The updated PCR has been independently adopted by TIP’s 10 member companies, which represent 60% of global tire manufacturing capacity, significantly increasing the likelihood of broader voluntary adoption across the industry.

Last updated in 2022, this fourth version of the PCR is the result of a collaborative effort of the major tire manufacturers. By standardizing methods used to calculate a tire’s lifecycle footprint—from raw materials and manufacturing through to use and end of life—the PCR ensures that EPDs are comparable. This in turn supports more sustainable procurement decisions and helps drive continuous improvement in environmental performance across the tire value chain.

What’s new in the PCR

Revised carbon footprint calculations: Introduces updated methodology for renewable materials, including the treatment of biogenic carbon.
Broader applicability: Expands category coverage to all tire types, including off-road and specialty tires.
Enhanced regional precision: Includes region-specific data for ELT management, vehicle efficiency, fuel mixes and payload factors, which will enable LCAs and EPDs to better reflect local market conditions.
Clearer methodology: Applies a structured hierarchy to calculate impacts for manufacturing processes that produce multiple products (e.g., tires and saleable rubber scraps), which improves consistency and comparability.
Aligned impact indicators: Aligns environmental impact indicators and methodologies with the European Commission’s Environmental Footprint 3.1, a widely recognized standard.
Updated, more accurate datasets: Features updated datasets for raw materials as well as refined background emission factors, which improves overall data quality.

“The updated PCR reflects years of collaboration and investment to advance sustainability across the tire value chain,” said Dr Larisa Kryachkova, Executive Director at TIP. “Our goal is to strengthen environmental reporting. With a common methodology, we support better industry-wide decision-making, turning ambition into positive environmental action.”

The PCR has been developed and published in close partnership with UL Solutions, a globally recognized and independent safety science company. Ranee Valles, Director and General Manager, Product Sustainability at UL Solutions said, “Transparent, standardized reporting enables manufacturers, regulators, fleet operators and consumers to make informed choices about the products they use or supply. Our collaboration with TIP reflects a shared commitment to credible, science-driven solutions, and we’re grateful for TIP’s leadership in advancing scientific rigor and industry alignment on environmental reporting.”

Learn more about the latest PCR here.

- ENDS -

About TIP

Formed in 2005, the Tire Industry Project (TIP) is a voluntary CEO-driven initiative with a mission to anticipate, understand and address global environmental, social and governance (ESG) issues relevant to the tire industry and its value chain.

TIP acts by commissioning independent research of the highest standards, collaborating on sectoral solutions and engaging with external stakeholders.

TIP is part of the World Business Council for Sustainable Development (WBCSD), bringing together 10 leading tire companies that represent more than 60% of the world’s tire manufacturing capacity.

In 2025, TIP marked its 20th anniversary—a milestone that reflects its long-term commitment to advancing scientific knowledge and fostering collective industry action to improve sustainability across the tire value chain.

For more information, visit The Tire Industry Project.

SCS Consulting Services Gains RSPO Approval as an Endorsed Training Provider (ETP)

SCS Global Services — Tue, 10 Mar 2026 13:15:00 -0400

EMERYVILLE, Calif., March 10, 2026 /3BL/ - SCS Consulting Services is proud to announce its recognition as an Endorsed Training Provider (ETP) for the Roundtable on Sustainable Palm Oil (RSPO). This endorsement authorises SCS Consulting Services to deliver RSPO-accredited Lead Auditor training under the RSPO Principles & Criteria (P&C) and Independent Smallholder (ISH) Standards 2024. The RSPO endorsement follows a thorough review of SCS Consulting Services’ capacity, experience, and commitment to RSPO’s rigorous requirements for ETPs.

Leading the programme, SCS Consulting’s Lead Auditor and Principal Trainer, María Angélica Ocampo, brings over 20 years of professional experience and more than a decade as an RSPO Lead Auditor and trainer across Latin America. Her proven technical depth, socio-environmental expertise, and hands-on training approach position SCS Consulting to deliver auditor training of truly unmatched quality.

“Navigating the sustainable transformation of the palm oil sector requires trusted expertise and a rigorous process for developing and maintaining relevant subject matter expertise,” says Nathan Smith, Senior Vice President of SCS Consulting Services. “We’re honoured by RSPO’s endorsement, which reflects our dedication to advancing sustainable practices in the palm oil sector on a global scale.”

In the coming months, SCS Consulting Services will offer Lead Auditor Courses for the 2024 versions of the RSPO P&C and ISH Standards. These courses will be delivered in a hybrid format, combining the flexibility of online learning with the depth of face-to-face training. Participants will first complete a series of online modules covering key updates and requirements of the 2024 Standards.

Following the online component, participants will attend a three- to five-day in-person session (depending on the Standard), which will include practical on-site visits to palm farms and palm oil mills. The sessions are designed to provide comprehensive instruction on RSPO audit requirements, methodologies, and best practices. This blended approach ensures that future auditors are fully equipped with up-to-date knowledge and practical skills needed to conduct high-quality RSPO audits under the 2024 RSPO Standards.

“RSPO is pleased to approve SCS Consulting Services as an Endorsed Training Provider,” said Angelina Wong, RSPO Capacity Development Manager. “SCS Consulting Services has demonstrated strong alignment with our Standards and a clear commitment to high-quality training. We look forward to partnering with SCS Consulting Services to ensure stakeholders have increased access to impactful learning experiences on RSPO Standards and to further the growth of sustainable palm oil.”

Participants can register for the training using the following link:

https://learn-scs.docebosaas.com/scs/learn/courses/10297/2024-rspo-principles-and-criteria-pc-lead-auditor

More training locations and details will be released soon.

About SCS Consulting Services

SCS Consulting Services helps companies implement transformative sustainability solutions that drive meaningful change. Our experts leverage over four decades of deep experience in sustainability and an unwavering commitment to scientific rigor, credibility, and transparency. We work closely with clients to navigate the rapidly changing climate and business environment. We offer dozens of services including climate strategy, food safety, sustainable finance, emissions accounting and reporting, sustainability reporting, sustainable supply chains, ESG management, due diligence, regulatory compliance services and now RSPO endorsed training. SCS Consulting Services is the independent sustainability consulting arm of the Scientific Certification Systems (SCS) organization.

Media Contact:

Nathan Smith

Senior Vice President

SCS Consulting Services

Email: nsmith@scsconsultingservices.com

Blog: Top Five CDP Insights To Know in 2026

SCS Global Services — Thu, 5 Mar 2026 13:10:00 -0500

2026 is shaping up to be a pivotal year for CDP disclosures, with major updates, new scoring opportunities, and tighter expectations across the climate, nature, and water sectors. Whether you’re a corporate responder or a small and medium-sized enterprise (SME), early preparation is key to achieving top scores in this year’s cycle. Below are five key insights every company should know about CDP submissions this year.

CDP is deepening alignment with global frameworks.
This year, CDP is continuing alignment with frameworks like the Taskforce on Nature-related Financial Disclosures (TNFD) and International Financial Reporting Standards (IFRS). On a relevant note, A-level scores will increasingly emphasize demonstrable action, not just commitments, toward sustainable practices and goals, such as Science Based Targets for Nature (SBTN). Additionally, the minimum disclosure requirements (Essential Criteria) will be enhanced and still be mandatory to increase scoring levels.
Several significant dates will happen this year.
These key milestones are important for companies preparing their CDP disclosures and aiming to achieve high scores in 2026 and beyond.
- April: Guidance and scoring methodology will be released in April, offering companies clarity on what is expected for this year’s submissions. This release will help organizations understand how their responses will be evaluated and allow them to prepare accordingly.
- Week of June 15: The response window for CDP submissions opens the week of June 15, marking the official start for organizations to submit their disclosures. It is advisable to begin drafting and compiling information early so that responses can be submitted promptly once the window opens.
- Week of September 14: Scored responses are due the week of September 14, which means companies seeking to be formally evaluated must ensure their submissions are completed by this deadline. Meeting this cutoff is critical for those aiming for A-level scores under the new CDP criteria.
- Week of October 26: Unscored responses must be submitted by the week of October 26, providing a final opportunity for organizations to disclose their environmental impacts even if they are not seeking a formal score. This deadline is important for companies that want their data included in CDP’s public records but are not competing for scored recognition.
Updates for corporate responders
We’ve identified five main themes influencing the most significant CDP updates for corporate responders in 2026.
- The integrated CDP disclosure framework will introduce ocean-related questions.
  - In 2026, the integrated CDP disclosure framework will add ocean-related questions, highlighting the global ocean’s importance in climate, biodiversity, and supply chains. Companies must disclose their impacts, dependencies, and strategies regarding ocean resources, including marine pollution, sustainable sourcing, and ecosystem protection. This change encourages organizations to address ocean health in their environmental reporting.
- Cocoa, coffee, and rubber are now scored commodities.
  - Beginning in 2026, cocoa, coffee, and rubber will be added to CDP's scored commodities, alongside cattle, palm oil, soy, and timber. Companies handling these materials will be assessed for deforestation risk, supply chain transparency, and sustainability. This expansion aims to improve coverage of major land-use drivers and motivate action on more high-impact products.
- Forest reporters should expect reporting on deforestation and no-conversion targets.
  - Forest reporters will face stricter disclosure requirements on deforestation and no-conversion (also called “conversion-free”) targets in 2026. Organizations must clearly report their commitments and outcomes related to stopping deforestation and converting natural ecosystems. These disclosures support accountability and bolster global climate and biodiversity goals.
- Plastics disclosures will continue to be improved.
  - Plastics disclosures in the 2026 CDP cycle will include expanded questions and criteria on plastic production, use, and waste. Companies will need to share more detailed data about packaging, recycled content, reduction efforts, and pollution strategies.
- CDP is asking broader adaptation and resilience questions.
  - CDP disclosures for 2026 will require organizations to outline their strategies for managing climate risks and boosting resilience. Topics will include risk assessment, business continuity, infrastructure investment, and community engagement. The goal is to ensure companies address both environmental impacts and adaptation to climate-related risks.
Specific updates for SME responders
CDP launched a dedicated SME questionnaire in 2024 for more tailored disclosures. In 2026, CDP will update a few key reporting categories, including SME Forests and Water Security and SME Climate Change scoring, while also providing overall improved SME guidance.
- Expect enhanced questions about forest and water security.
  - The SME questionnaire will expand to cover nature-related topics alongside climate change, adding specific questions on Forests and Water Security. Previously, these areas were only addressed in integrated questions. This update aims to enhance supply chain transparency and equip SMEs with tools for responding to increasing nature-related data requests. SMEs can choose which environmental issues to disclose during questionnaire setup.
- SMEs are now eligible for SME A scores.
  - SMEs can now earn an “SME A score” for climate change, whereas previously, the highest score was SME B. This update gives SMEs a chance to showcase their progress in tackling climate issues and sets out a straightforward path for improvement over time. Best practice actions are those considered achievable and realistic for SMEs, based on input from CDP external consultations, analysis of previous disclosures, along with climate standards, frameworks, and initiatives relevant to SMEs.
Preparation steps to start now
- Focus on annual GHG inventory updates.
  - CDP requests emissions inventory data in accordance with the GHG Protocol Corporate Standard, Scope 2 Guidance, and Corporate Value Chain (Scope 3) Standard. Providing emissions data to CDP is becoming essential if trying to keep up with higher level scoring through CDP. This will only gain complexity over time as CDP is actively observing the ongoing updates to the GHG Protocol’s corporate standards and guidance documentation year over year. Companies that have a solid handle on their GHG inventory will be better able to respond to and report on emissions per CDP requirements.
- Leverage target-setting activities, such as SBTN, for freshwater, land, biodiversity, and ocean commitments.
  - Global standards are influencing expectations for corporate climate and nature reporting. CDP's questionnaires adapt to regulatory changes, and the 2026 updates will enhance alignment with Science-based Targets initiative (SBTi), SBTN, TNFD, Ellen MacArthur Foundation’s plastics commitment, and GRI standards.
  - Many organizations are adopting the SBTN five-step approach to assess, prioritize, set targets, act, and track. CDP aims to encourage adoption of this framework in organizations and so has integrated questions within Module 2 (Identification, Assessment and Management of Dependencies, Impacts, Risks, and Opportunities) of the CDP questionnaire that align with the SBTN Assess step. Additional alignment for water specific targets can also be reported this year within Module 9 (Environmental Performance - Water Security).
- Start understanding how to integrate data requirements in 2026 for GHG Land Sector and Removals.
  - The GHG Protocol’s Agriculture Guidance will be replaced by the new Land Sector & Removals Standard (LSRS). LSRS outlines requirements for reporting and tracking GHG emissions, CO2 removals, and related metrics from land sector activities and removal technologies. CDP will not require organizations to submit quantitative data under LSRS in 2026 but will help them prepare for future reporting aligned with the standard.
- Track deforestation or non-conversion activities and commitments in your value chain.
  - Organizations reporting on forest-related matters should prepare for forthcoming revisions to their no-deforestation and no-conversion targets to remain aligned with leading standards and frameworks, such as SBTN. Currently, corporate entities disclose commodity-specific objectives for deforestation- and conversion-free production and sourcing within Module 8 (Environmental Performance – Forests). In 2026, reporting requirements for no-deforestation and no-conversion targets will undergo modifications to ensure consistency with updated standards and frameworks, which will impact reporting across the entire value chain.

Final Notes

The 2026 CDP reporting cycle brings more significant change since the initial shift to the integrated questionnaire, with expanded scope across climate, nature, water, forests, oceans, and plastics. Companies that begin preparing now — with a special focus on data quality, standards alignment, and target setting — will be best positioned to secure top scores and demonstrate true environmental leadership.

READ MORE

Author

Stephanie Ellis, Senior Manager

About SCS Consulting Services

SCS Consulting Services helps companies implement transformative sustainability solutions that drive meaningful change. SCS Consulting Services is the independent sustainability consulting arm of the Scientific Certification Systems (SCS) organization. Our experts leverage four decades of deep experience in sustainability and an unwavering commitment to scientific rigor, credibility, and transparency. We specialize in working closely with clients to build and execute on a sustainability strategy that both drives positive impacts and builds business resiliency in the face of a rapidly changing climate and business environment. Services include climate strategy, accounting and reporting, sustainability reporting, supply chain solutions, ESG management, due diligence and regulatory compliance services.

CNH Capital, Shepherd Compello, BNP Paribas Leasing Solutions and Swiss Re Unveil Parametric Service To Protect European Agriculture Against Extreme Weather Challenges

CNH — Tue, 10 Feb 2026 16:00:00 -0500

CNH Capital together with BNP Paribas Leasing Solutions, and in collaboration with Shepherd Compello and Swiss Re, today announced the launch of an innovative Parametric Service designed to offer a new level of financial security to agriculture customers across Europe.

HOW THE PARAMETRIC SERVICE WORKS

Unlike insurance, which often requires lengthy assessments, this new service is built on transparency and speed. It is a contractual parametric service integrated directly into CNH Capital’s financing agreements and is designed to mitigate the financial cost of machine "non-use" during periods of extreme weather.

Parameter-Driven: the service is activated automatically when pre-agreed weather triggers - based on the intensity and duration of excess rain or drought - are met, as measured by independent, verifiable data satellite sources.
Automatic Reimbursement (no claim required): since the payout is triggered by objective weather data rather than physical damage to the machine, the customer does not need to submit documentation or undergo a complex claims process.
Financial Support: upon activation, the customer automatically receives a reimbursement equivalent to one monthly installment (per year). This provides a cash flow injection exactly when adverse weather disrupts their operations.

Elias Mendes, Head of CNH Capital in EMEA, states: “This partnership is a testament to our unwavering commitment to the sustainability and operational resilience of our customers in Europe. Agriculture is increasingly impacted by climate volatility, and this service provides a simple, immediate financial safety net. By leveraging our long-standing Joint Venture with BNP Paribas Leasing Solutions and working with Shepherd Compello and Swiss Re, we have embedded innovation directly into our financing, ensuring our customers have the flexibility to manage external risks.”

DP World Reaffirms Commitment to UN Sustainable Development Goals in Argentina

DP World — Tue, 10 Feb 2026 09:00:00 -0500

DP World has successfully completed a recertification audit confirming the integration of 10 United Nations Sustainable Development Goals (SDGs) across its operations in Argentina, reinforcing the company’s long-term commitment to responsible, sustainable management aligned with international standards.

The audit was conducted by World Certification Council LATAM and Fundación Eco-Conciencia and validated the effective integration of the SDGs into both strategic planning and day-to-day operations in Argentina.

Embedding Sustainability Across Operations

The recertification confirms that DP World in Argentina has fully embedded the following SDGs into its operational and business framework:

SDG 3: Good Health and Well-Being
SDG 4: Quality Education
SDG 5: Gender Equality
SDG 6: Clean Water and Sanitation
SDG 7: Affordable and Clean Energy
SDG 8: Decent Work and Economic Growth
SDG 9: Industry, Innovation and Infrastructure
SDG 13: Climate Action
SDG 14: Life Below Water
SDG 17: Partnerships for the Goals

Together, these goals guide how sustainability is embedded across health and safety, education, inclusion, environmental management, innovation, and collaboration throughout DP World’s operations in Argentina.

From Strategy to Measurable Action

This milestone reflects the consolidation of a broad portfolio of environmental, social, and people-focused initiatives implemented across Argentina. These include coastal clean-ups, Zero Plastics and waste management programs, energy efficiency initiatives, and the company’s broader decarbonization roadmap.

At the same time, DP World in Argentina continues to prioritize workforce development and cultural transformation through initiatives such as its Annual Training Plan, organizational culture programs, and community engagement efforts.

Key projects supporting inclusive growth include the “More Women, More Opportunities” program, internship and employment pathways, health and well-being initiatives, and innovation-led operational projects designed to strengthen long-term sustainability and competitiveness. DP World recently partnered with Yusen Logistics Argentina to expand opportunities for women across operational, technical, and leadership roles in the logistics sector.

Many of these initiatives also contribute to the World Port Sustainability Program, reinforcing DP World’s role in Argentina as a key contributor to advancing sustainability across the global port and logistics sector.

Cultivating the Next Generation of Environmental Leaders

Behind every certification milestone are the people who bring these commitments to life.

Julieta Quattrocchi, HR and Sustainability Analyst, has played an active role in leading social-impact initiatives aligned with SDG 4: Quality Education, including the ECONECTADOS education program.

“Due to my professional background as a Social Work graduate, I am particularly motivated by social projects focused on children and adolescents,” she said.

For the second consecutive year, Juliet and her colleagues volunteered at María Elena Walsh School in Barrio Mujica – near DP World’s port terminal in Buenos Aires. The team of 20 DP World employees engaged with 40 sixth-grade students to cultivate environmental leadership skills, designing projects that address the challenges present in their daily lives, their school, and their community. This comprehensive initiative – developed in partnership with the Jane Goodall Institute Argentina – included teacher training, nature exploration, and educational awareness workshops.

“These experiences reinforce our conviction that education is a key pillar for a more sustainable future,” added Quattrocchi.

Partnering Cross-functionally for Greener Operations

Andrea Encina, Integrated Management System Analyst, supports DP World’s energy and environmental performance – aligned with SDGs 7 and 13 – by working closely with operations and engineering teams to reduce energy consumption and improve efficiency across processes.

As part of the Energy team, Andrea promotes concrete actions that allow DP World to reduce its environmental footprint and bring each process to the highest possible level of energy efficiency.

“Supporting this certification from my role as an environmental professional is a source of great pride and satisfaction for me,” Encina said. “It is not only about meeting a standard, but about consolidating a responsible approach to energy management, integrating continuous improvement into the business strategy.”

A Continued Commitment

The successful recertification of 10 SDGs in Argentina underscores DP World’s commitment to translating global sustainability frameworks into tangible local action. By integrating environmental stewardship, social responsibility, and inclusive growth into its operations, DP World continues to strengthen its role as a responsible partner to employees, communities, and the wider logistics ecosystem in Argentina.

Learn more about DP World’s global sustainability work.

From Insight To Impact: A CNH Pilot Project on Entrepreneurship for Sustainability

CNH — Fri, 23 Jan 2026 16:00:00 -0500

From Insight to Impact is a pilot initiative launched by CNH EMEA to nurture internal talent and promote sustainability-driven entrepreneurship within the company. The program targeted young professionals eager to create tangible, lasting impact across the organization.

Eligible applicants, aged between 23 and 33, working in any country across the EMEA region, were invited to propose a viable project idea aligned with CNH’s ESG pillars: environmental impact, community impact, and operational impact. Selected candidates were offered the opportunity to take part in a specialized training program on leadership and sustainability designed to help them develop their own initiative.

CNH received 24 applications from eight different countries, featuring a wide range of innovative and forward-looking ideas. A cross-functional committee - including representatives from Sustainability, Talent Management, and Corporate Communications - reviewed the proposals using an evaluation grid based on CNH’s sustainability KPIs and five qualitative criteria.

The committee selected five project proposals from their “Impact Makers”.

From October to December, the selected participants attended a training program in Geneva, delivered by the World Business Council for Sustainable Development (WBCSD), a global network of leading companies committed to accelerating the transition toward a sustainable and regenerative future.

“This was a very good experience, and I think if you keep doing this, it will be very effective for more employees. The Geneva session, for me, was particularly inspiring,” said Impact Maker - Alessandra Riitano, Italy.

“The people at WBCSD have a very good way of approaching our challenges, to find them out, to pick them out, and I really loved their way of communicating,” said Impact Maker - Andreas Retting, Germany.

Participants explored different leadership models, reflected on the role of collaboration in creating positive impact, and embraced the idea that sustainability is a shared responsibility - one that requires teamwork, accountability, and collective purpose.

WBCSD facilitators praised the high level of engagement and dialogue throughout the sessions, highlighting the quality and depth of discussions. The participants’ insightful questions and contributions reflected genuine curiosity and a strong commitment to turning knowledge into action.

“All in all, this pilot marked a successful collaboration with a key global partner such as WBCSD and strengthened CNH employees’ motivation to work together toward creating positive impact,” said Impact Maker - Brenda Salvi Gutierrez, Italy.

“Sustainability can never be one person’s objective or a team’s objective; it should be a priority for every stakeholder - from operations to HR to sales, and even for our external partners,” said Impact Maker - Murali Natarajan, United Kingdom.

“Hopefully, we can keep having these courses and grow because if other people have this possibility, then sustainability will become important for them too,” added Impact Maker - Alfonso Fezza, Netherlands.

CNH Moving Towards a Sustainable Future With CSR Initiative in India

CNH — Fri, 16 Jan 2026 16:00:00 -0500

At CNH India, sustainability isn’t just a goal, it’s a responsibility. Through Haritdhara, CNH’s latest CSR initiative, they have created a self-sustaining Miyawaki forest near their Indore plant to restore biodiversity, recharge water systems, and support local communities.

Spread across 3,000 square metres, this green space uses native species and the Miyawaki method - a Japanese technique for rapidly creating dense, self-sustaining native forests - to accelerate growth, enhance carbon sequestration, and build climate resilience. By regenerating green cover around Sanjay Jalashaya, CNH is helping revive a vital water body, improve air quality, and create a thriving ecosystem for future generations.

Haritdhara means Green Earth, and that’s exactly what CNH is working toward.

CNH Industrial (NYSE: CNH) is a world-class equipment, technology and services company. Driven by its purpose of Breaking New Ground, which centers on Innovation, Sustainability and Productivity, the Company provides the strategic direction, R&D capabilities, and investments that enable the success of its global and regional Brands. Globally, Case IH and New Holland supply 360° agriculture applications from machines to implements and the digital technologies that enhance them; and CASE and New Holland Construction Equipment deliver a full lineup of construction products that make the industry more productive. The Company’s regionally focused Brands include: STEYR, for agricultural tractors; Raven, a leader in digital agriculture, precision technology and the development of autonomous systems; Hemisphere, a leading designer and manufacturer of high-precision satellite-based positioning, and heading technologies; Flexi-Coil, specializing in tillage and seeding systems; Miller, manufacturing application equipment; and Eurocomach, producing a wide range of mini and midi excavators for the construction sector, including electric solutions.

Across a history spanning over two centuries, CNH has always been a pioneer in its sectors and continues to passionately innovate and drive customer efficiency and success. As a truly global company, CNH’s 35,000+ employees form part of a diverse and inclusive workplace, focused on empowering customers to grow, and build, a better world.

For more information and the latest financial and sustainability reports visit: cnh.com

For news from CNH and its Brands visit: media.cnh.com

Learn more about this story here!

CNH’s Basildon, UK Plant Launches Tree-Planting Initiative

CNH — Thu, 15 Jan 2026 16:00:00 -0500

As part of CNH’s ongoing commitment to sustainability and community, its Basildon plant in the UK is excited to announce a new tree-planting Initiative across the site.

The project - funded by Trees for Climate and supported by DEFRA (Department for Environment, Food & Rural Affairs) - involves members of environmental charity, the Thames Chase Trust’s Programmes Team, the Thames Chase Conservation volunteers, and volunteers from the Basildon plant. It aims to enhance the landscape, support biodiversity, and leave a lasting legacy for future generations.

Paul Cumming, Basildon’s Environmental Health and Safety Advisor, together with Becky Gibson, Thames Chase Programmes Manager, organised and led the planting of the first 28 trees and 200 whips for the hedgerows in December. More tree planting days are planned in the first quarter of this year amounting to around 200 new trees in total.

The initiative divides the site into seven distinct planting zones, each carefully matched with tree species that offer both visual appeal and ecological value. Options include native species such as Wild Pear, Rowan, Silver Birch, and Oak - each selected for their ability to provide shade, improve air quality, and create habitats for local wildlife.

UK-based grant program, Trees for Climate, funds large-scale tree planting projects to help combat climate change. Beyond beautifying the environment, these trees will play a vital role in capturing carbon, regulating soil and water, and supporting pollinators and birds. The project also fosters staff engagement, with opportunities to volunteer for the planting days. Volunteers will be recognized as “Planting Champions” on our sustainability board.

“This initiative is about more than planting trees - it’s about working together to create a healthier, more vibrant workplace and community,” said Ed Kerley, UK Head of HR for CNH. “Everyone’s input helps ensure we choose the best mix for aesthetics, biodiversity, and long-term value.”

“It has been fantastic to finally get spades in the ground, planting trees around the tractor plant. The change is instantly noticeable and the trees will have great benefits for people, the environment and wildlife, added Becky Gibson, Programmes Manager, Thames Chase Trust. “Plant staff have voted for their favourite tree species, selected for their blossom, fruit, autumn colour or attractive bark. The staff are being involved in the planting of the trees too and with a sense of ownership will be key to helping them flourish with regular watering particularly in the drier months. We are extremely pleased to be involved in such a great project.”

Read more and join the conversation on LinkedIn here!

AllianceBernstein | From Conference Room to Kitchen: How Reuse Can Reshape Real Estate

AllianceBernstein — Mon, 24 Nov 2025 08:50:00 -0500

Converting offices to apartments may create opportunities for real estate investors and revitalize cities.

Municipal authorities in US cities where home prices have soared are increasingly seeking to convert outdated and unwanted offices into apartments. That can be a welcome development for a commercial real estate market that is still licking its wounds from the pandemic, changing commuter patterns and persistently high interest rates.

Today, municipal incentives and property value resets have aligned sufficiently to justify the cost of conversion. For commercial property investors and lenders alike, it may add up to attractive opportunities to capitalize adaptive-reuse projects—the repurposing of old or obsolete buildings for new uses.

Reuse offers a potential solution to two major challenges facing many American cities: soaring office vacancy rates, which have nearly doubled since the pandemic, and an acute housing shortage—aggravated by high interest rates—that has put homeownership out of reach for many.

The low valuations of older office buildings and the expected savings on demolition and other development costs can increase the attractiveness of conversion. But in most cases, it often comes down to this: the cheaper the purchase price of the obsolete office building, the more realistic the adaptive reuse opportunity.

We’re starting to see a clustering of opportunities in dense gateway cities like New York, Chicago, Los Angeles and San Francisco, where much of the office stock is 60 years or older and no longer fit for purpose. Incentives for conversion, including tax abatements and zoning changes, can speed the process.

Overcoming Challenges with Conversions

Adaptive reuse isn’t without complications. Conversions can be notoriously difficult, especially with older buildings. Many come with environmental issues, such as asbestos or lead, that require remediation and have deep floor plates that necessitate “light wells” to let in natural light. Another complication: most offices have poured concrete floors strengthened by rebar grids with structural integrity that can be put at risk by too many penetrations or poorly thought-out drainage layouts.

In many cases, it is easier to simply demolish an unused office and build a modern, fit-for-purpose multifamily residential tower in its place.

But with rising prices and interest costs, the cost-benefit analysis is starting to change. Investors who can buy a sufficiently devalued office tower are increasingly finding that it may be more cost-effective to convert than to build from scratch. This may allow developers to save time and money on demolition costs, while also improving a property’s environmental profile. A sale of an empty office building also provides sellers another way to move a potentially obsolete asset off their balance sheets.

In most cases, profit potential in conversions for developers and investors is likely to be greatest when functionally obsolete properties can be acquired at a deep discount.

Cities increasingly embrace these conversions, too. They can help address housing supply shortages, reinstate lost tax revenue, and bring life back to neighborhoods that have become less vibrant. For the right projects, municipalities will often promote conversion with expedited zoning and tax incentives.

The Evolution of Office: A Case Study

When done well, we believe conversions can benefit multiple stakeholders and provide attractive return potential for real estate equity and debt investors.

Consider a 50-year-old office building that lacks the amenities today’s office tenants require but is in a prime location in a major East Coast city. In this case, a private equity sponsor might want to revamp the existing space and reposition the building as a top-quality Class A office tower. But in recent years, the shift to remote work, followed by rising interest rates, have challenged that vision, leaving the lender with a pressing question: What next?

As the building enters foreclosure, several bidders step forward, each eager to pick up the asset at a discount to the sponsor’s original purchase price. Their proposals share a common theme: they want to transform the existing office building into a highly amenitized multifamily asset that better matches local market demand. But then another bidder, with a Class-A tenant in tow, steps in with a plan to raze the building and put up a brand new “trophy office,” complete with high ceilings and state-of-the-art features to attract discerning top-tier tenants.

Does this mean the market for office space in US cities is roaring back to life? Not quite. But when it comes to well-located properties, opportunities for real estate investors willing to invest in transformation are more plentiful than ever. Vacancy rates in the top buildings are typically below 10%, creating a viable market for office in the right location. At the same time, demand for multi-family units in urban centers remains strong.

Dollars and “Sense” in Conversions

As long as a building can be bought cheaply enough to repurpose—something that was rarely possible a few years ago—there’s an attractive opportunity for seasoned developers to undertake imaginative conversions that add value to the community while also delivering for investors.

It’s unclear whether this environment marks the start of a new cycle in commercial real estate activity. But an increasing number of clever conversions tomulti-family and top-tier office are bringing energy to pandemic-strained communities—and may be evidence of the green shoots of the next cycle.

We think that’s good news for investors who know their way around complex business plans and conversions.

The views expressed herein do not constitute research, investment advice or trade recommendations and do not necessarily represent the views of all AB portfolio-management teams. Views are subject to revision over time.

Learn more about AB’s approach to responsibility here.

Feeding Happiness™ in Action: WK Kellogg Co Releases 2024 Sustainable Business Report

WK Kellogg Company — Thu, 20 Nov 2025 13:15:00 -0500

At WK Kellogg Co, we believe that doing good is good for business.

Today marks an important milestone as we launch our 2024 Sustainable Business Report highlighting progress toward the three pillars of our sustainable business strategy – Feeding Happiness: Make Eating Well Easy, Help Kids Be Their Best and Better Our Communities.

In 2024, that progress included:

Delivering 42+ million servings of food to those in need in the U.S. and Canada
Providing 5.2 billion servings of fiber through Kellogg’s® cereals – a nutrient many people don’t get enough of
Supporting millions of kids through Mission Tiger™ and Feeding Reading®
Donating $1.1 million to hunger-relief and community initiatives
Achieving 98% recyclable or recycle-ready packaging
Employees volunteering 4,450+ hours at more than 300 organizations

Our founder believed in the power of food to nurture children, families and communities. More than a century later, that vision inspires us to create a sustainable future rooted in nourishing people and the planet.

Explore our 2024 Sustainable Business Report here: https://www.wkkellogg.com/our-impact

The ROI of Sustainability: Actionable Insights From Climate Week NYC

Trane Technologies — Mon, 3 Nov 2025 14:35:00 -0500

This article is authored by Scott Tew, Global Head and VP, Sustainability Strategy, Trane Technologies.

Across Climate Week NYC 2025, leaders from finance, operations, supply chain and technology aligned around a core sustainability playbook: set clear goals, invest in both proven levers and new approaches, measure what matters and share what you learn so others can move faster. When we treat sustainability as a core business strategy, we unlock value and accelerate growth. Below are seven key themes that surfaced during our Climate Week conversations — and how they translate into practical steps organizations can take now to create business value.

1. Sustainability is strategy — and it maximizes ROI

At Climate Week NYC the message was clear — sustainability is not an add-on; it’s an operational strategy that generates strong returns. Participants emphasized ROI proof points like measurable efficiency gains, lower energy spend, risk reduction and resilient operations. As our CEO Dave Regnery says: “Just because it's sustainable doesn't mean it costs more.”

Clear business cases that tie decarbonization to cash flow, risk reduction and asset value generate better sustainability outcomes. At Trane Technologies, we see this play out with our own customers: organizations that electrify, optimize with AI-powered digital solutions and eliminate energy waste are seeing lower operating costs, improved asset performance and stronger resilience.

2. Every role is a sustainability role

The CFO has entered the room — alongside operations, legal and supply chain. Successful organizations are treating decarbonization as an enterprise-wide endeavor, not a silo. The Chief Sustainability Officer role has evolved, too: This crucial function encompasses both business leader and strategist, while often orchestrating execution and reporting. And the board plays a critical role in translating oversight into action. Educated and informed directors create an environment of accountability for sustainability goals.

Across our own organization, we see the impact of this cross-functional sustainability focus daily. Decisions get better and outcomes improve when multiple disciplines are at the table. And the flywheel effect builds when teams leverage sustainability wins to generate more momentum.

3. Counting what counts — the new math of sustainability

Traditional ROI models can miss the full value of decarbonization. Climate Week conversations emphasized a broader equation that includes reduced energy waste, resilience, market differentiation, compliance readiness, risk management and reputation.

The takeaway for leaders is to expand the valuation lens. The new sustainability equation integrates resilience, operational confidence and reputational benefits into the sustainability calculus. Add the financial impact of customer preference and talent attraction for companies that can show verified progress, and sustainability investments move from “nice to have” to “must do.”

4. Sustainability is a team sport — share to scale

A powerful theme was collaboration over competition around sustainability challenges. Early movers are sharing technologies and approaches so others can follow more quickly. That waterfall effect is how markets transform.

What does that look like in practice? Publishing playbooks and performance data. Structuring pilots so that outcomes are transparent. Partnering with others to align incentive structures. The impact is powerful — when one organization de-risks a climate solution, others can quickly follow, accelerating market transformation and driving growth.

5. The power of procurement: catalyze a low-carbon value chain

Climate Week participants highlighted that procurement is one of the fastest ways to drive outcomes. Setting clear specifications for alternative materials, energy performance, embodied carbon and circularity outcomes can shift entire value chains. That change rewrites decarbonization incentives, helping scale lower-carbon materials and manufacturing practices.

Within our own business, we are seeing customers incorporate decarbonization targets into their buying decisions — not just purchase price. And through our own purchasing, we’re designing for circularity practices that integrate low carbon materials at the design stage, transforming purchasing power into a lever for innovation and decarbonization.

6. New business models that create value at every stage

Conversations also highlighted how sustainability can inspire new business models that impact every part of the value chain. From circularity practices that unlock value, to AI and advanced controls that optimize when and how equipment runs, the results generate better business and climate outcomes.

AI-enabled controls are a prime example. When systems know when and how best to run, they can automatically shift loads, increase efficiency and improve reliability while lowering emissions. Circularity practices — like designing for longer life and refurbishment — keep materials in use and reduce environmental impact. These are pragmatic, proven approaches that compound value over time. And they’re just the beginning, as the sustainability conversation shifts from reducing emissions, to redesigning business models to decarbonize and deliver growth.

7. Climate tech is advancing the AI economy — and making energy smarter

As AI development accelerates, data centers are becoming both essential infrastructure and significant sources of wasted energy in the form of heat. The right technology can capture and repurpose that heat for communities, providing energy for nearby facilities like schools and homes, while strengthening grid resilience. At the same time, AI-enabled controls are optimizing the very resource AI depends on — energy — by improving how heating and cooling systems run, and equipping teams with intelligent tools to reduce energy waste.

The big picture: the quickest wins in autonomous decarbonization in the high-tech sector will come from eliminating energy waste through efficient thermal management, and then meeting the need that remains with cleaner, intelligent systems.

From New York to next steps

The prevailing tone throughout Climate Week NYC was pragmatic optimism — progress over perfection. The true value of the week was not the number of panels or the breadth of the guest list. It was the collective momentum to act with practical solutions that deliver results and drive growth. Climate Week reminds us that sustainability leadership is built through repetition. Plan, pilot, prove, scale. That is how we turn sustainability strategy into outcomes that drive growth.

At Trane Technologies, we will keep advancing efficient, electrified and digital solutions that help customers reduce their carbon impacts and strengthen their operations. The stakes are high, and the opportunity is real. As we return to our daily routines after the energy and vibrant conversations of Climate Week, let’s keep the momentum moving. Join us as we continue delivering both decarbonization and business value, one step at a time.

Hear from our CFO on unlocking the ROI of sustainability on our Healthy Spaces podcast.

Explore careers that unlock the ROI of sustainability at Trane Technologies.

DP World Expands Renewable Energy Use in Argentina, Cutting Carbon Emissions by 75%

DP World — Thu, 30 Oct 2025 09:00:00 -0400

BUENOS AIRES, Argentina, October 30, 2025 /3BL/ - DP World has achieved a major milestone in its sustainability journey in Argentina. Through a strategic partnership with local energy provider Pampa Energía, the company’s Buenos Aires terminal (Terminales Río de la Plata, or TRP) increased its renewable electricity use from 30% to 81%, marking a significant step toward DP World’s global decarbonization goals.

Powering Port Operations with Wind Energy

The partnership, which began in September 2024, enables TRP to source the majority of its electricity from Pampa Energía’s wind energy park, replacing traditional grid supply with clean, renewable power. After a successful three-month trial during Q4 2024, the terminal reported consistent performance improvements and substantial emissions reductions in the first half of 2025.

In September 2024 alone, 97.2% of TRP’s total electricity consumption – more than 746,000 kWh – came from renewable sources, avoiding the emission of 373 tons of CO₂ into the atmosphere.

Tangible Reductions in Carbon Emissions

From January to May 2025, TRP’s absolute carbon emissions fell by 75%, dropping from 8 KtCO₂e to 2 KtCO₂e, compared with the same period in 2024. This reduction contributes directly to DP World’s global target of achieving a 42% decrease in Scope 1 and 2 emissions by 2030.

Efficiency gains have also been striking. carbon intensity – the amount of CO₂ emitted per container handled – has been cut nearly in half, improving from 17.8 to 9.5 KgCO₂e per modified TEU, reflecting significant progress in energy efficiency.

Leading Argentina’s Energy Transition

As one of Argentina’s most important private terminals, TRP’s transition underscores DP World’s role in advancing the country’s energy transition while supporting economic resilience.

Claudio Pautazzo, Manager, Safety & Environment, DP World in Argentina, said: “Our agreement with Pampa Energía represents far more than a new energy contract – it’s a strategic commitment to transforming how we operate. By sourcing the majority of our electricity from wind power, we’re demonstrating how renewable energy can drive efficiency, reduce emissions, and strengthen Argentina’s position in the global transition toward a low-carbon economy.”

Beyond emissions reduction, this initiative supports DP World’s “Our World, Our Future” sustainability strategy, which focuses on decarbonizing operations, promoting circular economy practices, and supporting clean energy transitions across the Americas.

A Blueprint for Sustainable Ports

With this milestone, DP World in Argentina joins other terminals across the Americas – such as Callao in Peru and Caucedo in the Dominican Republic – that are now running on renewable energy. Together, these efforts are advancing DP World’s mission to make trade flow sustainably, transforming how global logistics contributes to a cleaner, more resilient future.

-END-

DP World Americas Media Contact:

Melina Vissat, Head of Communications
M: (+1) 704-605-6159
E: melina.vissat@dpworld.com

About DP World

DP World is reshaping the future of global trade to improve lives everywhere. Operating across six continents with a team of over 100,000 employees, we combine global infrastructure and local expertise to deliver seamless supply chain solutions. From Ports and Terminals to Marine Services, Logistics and Technology, we leverage innovation to create better ways to trade, minimizing disruptions from the factory floor to the customer’s door.

In the Americas, DP World operates with a team of over 16,000 people across 12 countries, driving excellence through a robust network of 14 ports and terminals and more than 40 warehouses. By harnessing our global reach and local expertise, we simplify logistics, enhance operational performance, and redefine the boundaries of what’s possible in global trade.

WE MAKE TRADE FLOW.

For more insights into how DP World is reshaping global trade, visit our website: www.dpworld.com

Building the Future: Sustainable Infrastructure Across Continents

Inogen Alliance — Tue, 28 Oct 2025 10:00:00 -0400

Infrastructure systems around the world are under strain — from roads and bridges to power and water networks. Host Angie Dickson, President of the Inogen Alliance and EVP of Antea Group USA, is joined by Chris Perks, Sector Director of Transportation at Tonkin + Taylor in New Zealand, and Thomas Noack, VP of International Business at HPC in Germany. Together, they explore new funding models, sustainable design, and the growing role of private-sector innovation in building infrastructure that lasts.

Listen now

Latest KPI Report Demonstrates Significant Progress Made by Tire Industry Project Member Companies Between 2021–2024

Tire Industry Project — Thu, 23 Oct 2025 09:00:00 -0400

Improvements across climate action, resource efficiency, responsible sourcing, circularity and other sustainability measures
CO₂ intensity reduced by 26%
Renewable electricity increased by 121% and total water withdrawals decreased by 14%
80% of TIP members with time-bound targets for responsible sourcing

GENEVA, October 23, 2025 /3BL/ - The Tire Industry Project (TIP), a voluntary CEO-driven initiative representing ten of the largest tire manufacturers globally, has published its latest KPI report, highlighting the measurable progress in sustainability made by member companies between 2021 and 2024.

The report, titled “Sustainability Driven: TIP’s Progress Towards SDGs,” tracks progress against 16 Environmental, Social and Governance (ESG) KPIs across the seven pathways within the Tire Sector SDG Roadmap. This reporting structure showcases the sector’s contributions to the wider UN Sustainable Development Goals (SDGs).

TIP member companies’ collective advancements over the 2021-2024 period include:

Climate action & energy efficiency: TIP members achieved a 26% reduction in CO₂ intensity, down to its lowest level since 2009. Other key achievements include a 121% increase in the amount of renewable electricity, and a 14% decrease in water withdrawals.
Sustainable natural rubber commitment: All TIP members remained active participants in the Global Platform for Sustainable Natural Rubber (GPSNR), reporting annually under its mandatory framework.
Responsible sourcing acceleration: By the end of 2024, 80% of TIP members had set time-bound targets for responsible sourcing, more than double the number since 2021. Additionally, 70% embedded these targets into supplier contracts and 30% completed third-party audits.

The publication also underscores TIP’s continued leadership in research. Between 2021 and 2024, TIP-sponsored publications on TRWP increased by 75%, with their citation by the scientific community rising 175%. This growing body of research reflects the sector’s role in advancing environmental science and shaping future standards. Other highlights of the report include TIP’s ongoing focus on circularity through the development of the End-of-Life Tire (ELT) Management Hierarchy. This framework supports stakeholders across the tire value chain and national governments in moving towards more circular solutions for tires.

“Data-driven reporting is the cornerstone of credibility,” said Larisa Kryachkova, Executive Director, TIP. “This KPI report shows how our members are turning commitments into measurable results, driving change that extends across the value chain. As TIP marks its 20th anniversary, it’s inspiring to see how far stakeholder collaboration and science have taken us — and how much more we can achieve together in the years ahead.”

For nearly a decade, TIP has mobilized its members to report on shared sustainability KPIs, publishing them for the first time in 2016. As members’ reporting approach evolved, so did that of TIP. In 2021, TIP published Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap, providing a unified reporting framework for accountability and action. The latest KPI report, which discloses progress against the SDG Roadmap, marks the most recent milestone in TIP’s continuing ambition to help drive transparent sectoral reporting.

– END –

Notes to Editors:

To download the report, visit:

https://tireindustryproject.org/wp-content/uploads/2025/10/Sustainability-Driven-TIPs-Progress-Towards-SDGs-2021-24-web.pdf

More information on TIP’s initiative Sustainability Driven can also be found on the TIP website: https://tireindustryproject.org/sustainability-driven/  

For general inquiries about the report and the SDG Roadmap, contact tip.communications@wbcsd.org 

About TIP

Formed in 2005, the Tire Industry Project (TIP) is a voluntary CEO-driven initiative with a mission to anticipate, understand, and address global environmental, social, and governance (ESG) issues relevant to the tire industry and its value chain.

TIP acts by commissioning independent research of the highest standards, collaborating on sectoral solutions, and engaging with external stakeholders.

TIP is part of the World Business Council for Sustainable Development (WBCSD), bringing together 10 leading tire companies that represent more than 60% of the world’s tire manufacturing capacity.

In 2025, TIP marks its 20th anniversary — a milestone that reflects its long-term commitment to advancing scientific knowledge and fostering collective industry action to improve sustainability across the tire value chain.

For more information, visit The Tire Industry Project.

Chemours’ Approach to Sustainable Offerings

Chemours — Thu, 16 Oct 2025 08:00:00 -0400

As part of the global community, we recognize the importance of helping to address some of the world’s biggest challenges as outlined in the UN Sustainable Development Goals (SDGs). We strive to be a trusted provider of safe and sustainable chemistries and demonstrate the value of partnership through our work with both suppliers and customers to ultimately deliver on our vision of improving people’s lives and helping communities thrive. Among the global environmental and social megatrends our products address:

Decarbonization and Electrification
Increased Connectivity and Data
Growing Middle Class and Urbanization
Circular Economy
Food Security

We released EVOLVE 2030 Version 2.0, our portfolio sustainability assessment methodology, in June 2024. This methodology helps Chemours evaluate our product offerings and their development pipeline in relation to the UN SDGs. Grounded in the World Business Council for Sustainable Development’s (WBCSD) Chemical Industry Methodology for Portfolio Sustainability Assessments, the updated EVOLVE 2030 Version 2.0 includes considerations on product and packaging circularity, as well as insights gained from Chemours’ experience using the methodology since its initial launch in 2019. In an effort to drive industry-wide progress, we made our EVOLVE 2030 2.0 methodology publicly available for others to leverage.

We evaluate offerings based on a Product-Application Combination (PAC) approach, which considers a product’s benefits and burdens throughout its lifecycle, including its contribution to the UN SDGs and its overall impact on people and the planet.

A key part of the EVOLVE 2030 evaluation process is the identification and prioritization of product and process improvement opportunities. For example, in the manufacturing of Nafion™ products at our Fayetteville site, we have reduced fluorinated organic chemical emissions by more than 99% and GHG emissions by more than 85%. To avoid the pitfalls of complacency, we continue to improve our footprint, societal contributions, data, methodology, and mindset. Specific improvements made in recent years include:

The development of a detailed set of instructions and tools for use in the PAC scoring process to enhance reproducibility and the quality of data, processes, and outputs.
A data management system that documents all inputs, calculations, and analysis, and tracks the product improvement recommendations made to each business team.
A visualization system to better communicate findings to business teams.
With the second version of EVOLVE 2030 completed, we received a new limited assurance statement from LRQA.

By incorporating lessons learned into our process, we continue to strengthen our resolve and further enable Chemours’ product portfolio to support a more sustainable future.

2024 Actions Toward Sustainable Offerings: Meeting Our Goal Ahead of Schedule

We are incredibly proud to announce that we have met our 2030 Sustainable Offerings Corporate Responsibility Commitment (CRC) goal of achieving 50% of revenue from offerings that make a specific contribution to the UN SDGs six years ahead of schedule. Not only did we meet our goal, but more importantly, we integrated our methodology into our key portfolio processes for both existing and new products, ensuring the benefits of this work will continue to deliver enduring value. This means that while we will no longer report on our Sustainable Offerings CRC goal moving forward, the benefits of the EVOLVE 2030 methodology will be seen for years to come as we continue to use the insights gained to make key decisions about our product portfolio, our investments in innovation, and how we deploy resources.

The Chemours Company is a global chemistry company with a vision to deliver Trusted Chemistry that makes people’s lives better and helps communities thrive. Read more in Chemours’ latest Sustainability Report.

Move the Needle on ESG Performance With Lever

CSRHub — Tue, 30 Sep 2025 12:05:00 -0400

As previously seen on the CSRHub blog.

Archimedes said, “Give me a lever long enough and a fulcrum on which to place it, and I shall move the world.” At CSRHub, our new ESG Lever tool helps the 60,000 entities we track build a better, more sustainable world.

Too Much Data, Not Enough Clarity

For 16 years, CSRHub has delivered consensus ESG ratings across 12 sustainability topics. Our users rely on this data to benchmark against peers. But with so many sources, one problem remained: too much information, not enough signal and direction.

From Data Overload to Clear Priorities

The ESG Lever transforms the noise into focus. Each company gets a quadrant chart showing their data source stakeholders with:

High Influence + Below Average Ratings → Priority Fix
High Influence + Above Average Ratings → Key Advocates
Low Influence + Below Average Ratings → Low-Impact Risks
Low Influence + Above Average Ratings → Supportive but Limited Reach

For Walmart, 91 sources contribute to its ESG perception and ratings — but only 16 truly move the needle. The ESG Lever makes it obvious for a specific company which data sources have the most significant impact on ratings.

https://2489059.fs1.hubspotusercontent-na1.net/hubfs/2489059/Image%208-20-25%20at%204.45%20PM.jpeg

Smart Filters That Matter

Want to see just investor analysts’ ESG view? Or filter NGOs vs. Wall Street? The ESG Lever lets you slice by source type, trend direction, or timeframe.

https://2489059.fs1.hubspotusercontent-na1.net/hubfs/2489059/Image%208-20-25%20at%204.59%20PM.jpeg

In Walmart’s case, seven investor analyst sources such as MSCI ESG Controversies both carry high influence (weight) and below average ratings pulling the scores down. The ESG Lever flags these as Priority Fixes — giving managers a clear roadmap for engagement.

Drill Down Into What Counts

The ESG Lever doesn’t stop at data source names. You can drill down into topics like Diversity & Labor Rights to see who’s influencing the narrative and how it’s changing. You can drill down into the data source’s data elements that are influencing the subcategory scores to understand what indicators to improve.

https://2489059.fs1.hubspotusercontent-na1.net/hubfs/2489059/CSRHub%20Energy%20and%20Climate%20Change%20Drilldown.jpg

This transparency shows not just where you stand, but how you’re moving and where to focus.

Why Lever Works

By organizing ESG data into clear priorities, the ESG Lever helps you:

Strengthen relationships with high-impact stakeholders and advocates.
Fix the problem areas holding you back.
Track progress over time with clarity.

Just as Archimedes promised, with the right lever, you can move the world.

See Lever in Action

About CSRHub

CSRHub offers the most comprehensive global set of expert consensus sustainability ratings, information, and tools. Clients use CSRHub’s decisive data platform for global benchmarking, supply and value chain risk assessment and compliance readiness solutions. Founded in 2007, CSRHub covers nearly 60,000 public and private companies, and provides ESG performance scores on 42,000 companies from 134 industries in 158 countries. Our Big Data platform uses algorithms to aggregate, normalize and weight ESG metrics from 1,000 sources to produce a strong consensus signal on corporate sustainability performance.

Interested in learning more about CSRHub?

Fairtrade’s Updated Minimum Price for Bananas Supports Decent Livelihoods

Fairtrade America — Tue, 30 Sep 2025 09:00:00 -0400

MADRID, September 29, 2025 /3BL/ - The average Fairtrade Minimum Price for bananas has increased by 6% at Ex Works level and by 4.6% at FOB level, with variations by origin, reflecting Fairtrade’s work to support banana farmers and workers to earn a decent livelihood. About 37,111 farmers and workers will be supported by these prices,19 percent of whom are women.

Fairtrade is pleased to announce these new Minimum Prices for bananas at Fruit Attraction 2025 in Madrid.

The new Minimum Prices for banana will be valid for contracts with farmers beginning on January 1, 2026.

Certified farmers and workers also receive the Fairtrade Premium, an extra sum of money paid on top of the minimum price that they can invest in their communities or business projects of their choice.

“Bananas are often the cheapest fruit on the shelf, but that low price doesn’t reflect the true cost of sustainable production. For the average North American shopper, it’s only roughly $5 more per year for Fairtrade bananas, an affordable switch that supports farming communities, helps increase adoption of sustainable agriculture practices, and builds more resilient supply chains,” said Rob Desson, Sr. Business Partnerships Manager for Fresh Produce, Fairtrade America.

“There is an industry misconception that consumers are tied to that low price, but a 2025 Globescan study shows many Americans think they pay far more for bananas than they actually do. We recently witnessed this when a well-known U.S. retailer increased their banana pricing without any major consumer backlash - meaning a small price increase to a Fairtrade program is unlikely to deter shoppers. 

“Retailers should feel confident that shoppers will embrace options that are better for people and the planet. We encourage North American retailers to be a part of a solution that champions shared responsibility and partnership while maintaining profitability throughout the value chain.”

Fairtrade is also publishing the first Fairtrade Minimum Price in Côte d’Ivoire, the largest banana exporter in Africa. Côte d’Ivoire joins Cameroon, Ghana, Nicaragua, Panama, Colombia, Dominican Republic, Ecuador, and Peru (organic bananas only) with updated Fairtrade Minimum Prices. For the third year in a row, Fairtrade is publishing prices for main inputs and services needed for banana production for each producing country. These prices are used to reflect in the Fairtrade Minimum prices critical cost changes and fluctuations

A holistic approach is needed to drive change in the banana sector. Fairtrade’s Sustainable Banana Offer brings together actors across the supply chain- consumers, commercial partners, farmers and workers – to play their part in improving livelihoods and achieving a sustainable banana production and trade. Fairtrade banana sales, supported by fair prices, provide the means for workers to benefit from better wages and farmers to improve their income.

Core to Fairtrade’s Banana Offer is the Sustainable Banana Program, developed by the Latin American and Caribbean Network of Fairtrade Farmers and Workers (CLAC). This program seeks to improve farming practices through soil health management, efficient water use, and building climate resilience. The program has demonstrated tangible results in improving yields and reducing environmental costs. Commercial partners are invited to learn more about the Sustainable Banana Program at Booth 12c11 in Hall 12 during the Fruit Attraction fair.

"Banana producers across main exporting countries are echoing the need of sustainable farming practices, and fair pricing for securing economic viability of banana production,” said Silvia Campos, Senior Advisor, Banana, at Fairtrade International. “Achieving sustainable livelihoods for farmers and workers is at the core of Fairtrade’s mission. Fairtrade’s Sustainable Banana Offer provides all actors in the supply chain a holistic approach to do their part.”

Fairtrade continues to call on all actors in the supply chain to do their part to make sustainable livelihoods a reality and help build a viable future for the banana industry. To learn more about Fairtrade’s work to make banana production more sustainable, click here.

Fruit Attraction 2025 is the meeting point for fruit and vegetable professionals from all over the world. Organized by IFEMA MADRID and FEPEX, it runs from September 30- October 2, 2025. Fairtrade’s stand can be found in Hall 12, Booth 12c11.

###

About Fairtrade America

Fairtrade America works to rebalance trade, making it a system rooted in partnership and mutual respect rather than exploitation. It's about businesses, shoppers, farmers and workers all working together so we can all experience the benefits of trade. Fairtrade America is the U.S. branch of Fairtrade International, the original and global leader in fair trade certification with more than 30 years of experience working for fair trading practices in more than 30 countries across the globe. A non-profit 501(c)3 organization, Fairtrade America is part of the world's largest and most recognized fair trade certification program —part of a global movement for change. Learn more at fairtrade.net, and by connecting with Fairtrade America on Facebook, Instagram and LinkedIn.

Press Contact:

Liz Davis, ldavis@fairtradeamerica.org

The Tire Industry Project Announces the Awardees of Its First Open Call for Projects and Opens New Funding Round

Tire Industry Project — Tue, 16 Sep 2025 09:00:00 -0400

GENEVA, September 16, 2025 /3BL/ - At the recently concluded Tire Emissions Research Conference, the Tire Industry Project (TIP) announced the selection of five proposals under its first Open Call for Projects (OCP) with a total funding of nearly USD 2 million, while launching the second OCP.

The OCPs are designed to enhance scientific knowledge of tire wear emissions and their mitigation, providing financial support to independent projects across the world. Three of the selected projects from the inaugural OCP that was announced at the end of 2024 will focus on researching tire wear emissions in the environment, while two are centered on the development of mitigation solutions. The second OCP being launched now will focus on the potential ecological impacts of tire wear emissions.

“The topic of tire wear emissions is extremely complex - one that requires deep, evidence-based investigation and cross-stakeholder collaboration. Recognizing this, we decided to complement our own research and mitigation initiatives by launching the Open Call for Projects, inviting stakeholders across the world to join us in the quest to uncover this multi-dimensional subject,” said Larisa Kryachkova, Executive Director, TIP.

TIP’s OCP is a global initiative designed to foster innovation and collaboration, with the objective of understanding and addressing the evolving environmental issues relevant to the tire industry.

Dr. John Bucher, part of TIP’s Assurance Group and a member of the OCP evaluation committee said, “Sound science and robust evidence are essential to assessing the environmental challenges we face and to identifying the most effective solutions. Initiatives such as the OCP can act as a tremendous catalyst in this regard, opening a new world of possibilities. We are pleased with the diversity and quality of submissions received, which reaffirms the strong interest in this topic and the desire to engage in collaborative solutions.”

Awardees from the first OCP announced in 2024:

The five chosen projects, listed below, were selected from 22 submissions received over a four-month period:

Research Projects:

Geospatial Record and Interpolation of Tire Wear Pollution in Roadside Soils, Technical University Darmstadt, Germany
Tire and Road Wear Particles (TRWP) in Combined Sewer Overflows - A Neglected Pathway of TRWP to the Environment, Gustave Eiffel University, France
A Marker Method for the High-Throughput Determination of TRWP in the Environment (T-Mark), Helmholtz Centre for Environmental Research (UFZ), Germany

Mitigation Projects:

Assessing Tire Char as a Treatment Media for Stormwater Runoff, Washington State University, USA
Green Streets, Clean Waters? Taming Urban Tire Wear Pollution with Green Infrastructure, Ocean Conservancy, USA

All applications were reviewed by the OCP evaluation committee against pre-defined criteria, including relevance to the OCP objectives, feasibility and methodology, innovation and technological impact, economic and societal impact as well as the capabilities of the applicants. The committee, consisting of TIP experts and external technical evaluators, ensured a rigorous and fair evaluation process.

“The initiative reflects our long-term commitment to building a collaborative research ecosystem through public platforms. The OCP takes us one step forward in harnessing the collective brainpower of the scientific community and we look forward to evolving this further in the coming years,” adds Kryachkova.

2025 Open Call for Projects now inviting applications

The focus for the 2025 OCP will be on assessing and measuring the potential ecological impacts (real-world, lab-based or in silico) of tire wear emissions during tire use, including tire chemicals, leachates and their transformation products. This comes as the recently published State of Knowledge paper series uncovered significant knowledge gaps and inconsistencies in scientific understanding of tire wear emissions.

Interested applicants are encouraged to visit https://tireindustryproject.org/open-call-for-projects/ for more information on the OCP, including details of the selection process.

TIP will also host an introductory webinar for prospective entrants on Tuesday, September 23, 2025, at 9.00am CEST and 5.00pm CEST. To register for the webinar, please click here.

The deadline for submission of proposals is January 15, 2026 (17:00 CET).

- ENDS -

About TIP

TIP acts by commissioning independent research of the highest standards, collaborating on sectoral solutions and engaging with external stakeholders.

TIP is part of the World Business Council for Sustainable Development (WBCSD), bringing together 10 leading tire companies that represent more than 60% of the world’s tire manufacturing capacity.

In 2025, TIP marks its 20th anniversary - a milestone that reflects its long-term commitment to advancing scientific knowledge and fostering collective industry action to improve sustainability across the tire value chain.

For more information, visit The Tire Industry Project.

TCS’ goIT Program Invites Students to Contribute Ideas for Preventing Conflict and Establishing Peace

Tata Consultancy Services — Thu, 4 Sep 2025 10:15:00 -0400

Tata Consultancy Services (TCS), a global leader in IT services, consulting, and business solutions, is reinforcing its commitment to sustainability and empowerment by inviting North American students aged 6-17 to contribute their ideas for digital innovations capable of advancing peace by addressing UN 2030 Sustainable Development Goals (SDGs). Peace and conflict resolution—at the global scale and at the interpersonal level—are key to human security because they ensure stability and security and support growth and opportunity. With the goIT Monthly Challenge for September, TCS asks students to consider SDG 16: Peace & Conflict Resolution and any other SDGs that can help advance its interests.

Challenge Prompt: Create a tech-based solution that can help strengthen the experience of individuals and communities, whether it reduces conflict, promotes safety, or ensures everyone feels included and safe. Students can address issues like bullying, unfair treatment, violence, cooperation, or explore ways to decrease tensions. Further, they can work to address these concerns in their own communities, in people’s homes or workplaces, or around the world.

To participate, students will use design thinking to create and pitch a digital innovation concept, like a mobile app or a website, which can help advance these goals in either their local communities or across the globe. Students don’t have to create a functioning innovation, just demonstrate their research, knowledge, and intentions should they ever be able to move it from idea to reality.

Participants can present ideas for tech-based solutions that reduce or eliminate conflict of any kind and as they define it. They could also solve the problems from a host of other angles or focus on ways to establish peace. The possibilities are only limited by their imaginations.

How to enter:

Visit https://on.tcs.com/goIT-ENG with a student aged 6-17 to learn about the goIT Monthly Challenge, register, and submit entries.
Scroll down to get inspired by watching videos related to SDG 16 and considering others, like SDG 10 and SDG 11 and SDG 17. Download the judging rubric and presentation template for extra guidance
Register with a parent, teacher, or guardian and start researching and inventing!

Pitches submitted by September 30, 2025, will be judged by a volunteer panel made up of TCS employees and sometimes members of their customer and partner networks. Monthly winners have an automatic head start on their entry in the annual goIT Global Innovator of the Year competition and the chance to earn mentoring and recognition that can inform their resumes and college applications.

About Tata Consultancy Services
Tata Consultancy Services (TCS) (BSE: 532540, NSE: TCS) is a digital transformation and technology partner of choice for industry-leading organizations worldwide. Since its inception in 1968, TCS has upheld the highest standards of innovation, engineering excellence and customer service.

Rooted in the heritage of the Tata Group, TCS is focused on creating long term value for its clients, its investors, its employees, and the community at large. With a highly skilled workforce of over 600,000 employees in 55 countries and 180 service delivery centres across the world, the company has been recognized as a top employer in six continents. With the ability to rapidly apply and scale new technologies, the company has built long term partnerships with its clients – helping them emerge as perpetually adaptive enterprises. Many of these relationships have endured into decades and navigated every technology cycle, from mainframes in the 1970s to Artificial Intelligence today.

TCS sponsors 14 of the world’s most prestigious marathons and endurance events, including the TCS New York City Marathon, TCS London Marathon and TCS Sydney Marathon with a focus on promoting health, sustainability, and community empowerment.

TCS generated consolidated revenues of over US $30 billion in the fiscal year ended March 31, 2025. For more information, visit www.tcs.com

Follow TCS on LinkedIn| Instagram | YouTube| X

###