Bacardi Launches Shake Your Future in Mexico for the First Time

Bacardi-Martini, Inc. — Fri, 08 May 2026 13:20:00 -0400

May 8, 2026 /3BL/ - Bacardi, the world’s largest family-owned spirits company, announces the launch in Mexico of Shake Your Future, a program that transforms the lives of young adults by offering free mixology training and a path to formal employment as a professional bartender.

The program arrives in Mexico at a crucial time. According to INEGI data, although there are more than 30 million young people in the country, a large proportion of them face obstacles in accessing stable job opportunities. With the rate of informal employment and unemployment among 20-29 year olds reaching 44%, young people have limited opportunities for professional development. Bacardi has launched Shake Your Future to improve this situation for a small group of lucky individuals.

“Today, with Shake Your Future, we are training the next generation of talented bartenders and providing them with a platform for their personal and professional development,” says Daniel Aliaga, VP and Managing Director, Bacardi Latin America and the Caribbean. “It reflects our values and our confidence in the unlimited potential of Mexican youth to further elevate the country’s renowned hospitality industry.”

Shake Your Future is an intensive, month-long program—completely free of charge—that immerses participants in the art of mixology and customer service. The first 10 students to participate in the program were selected with the support of YouthBuild, a non-profit organization that promotes opportunities for young people and helps them achieve their goals and aspirations.

The training culminates in an internationally recognized qualification awarded by the prestigious European Bartender School.

The program, which was first launched in France in 2018, has proven successful in markets around the world, including Spain, Italy, the United Kingdom, India, and South Africa, helping hundreds of graduates find employment and develop professional careers. Participants learn to master the art of mixology using iconic brands from the Bacardi portfolio—including BACARDÍ rum, BOMBAY SAPPHIRE gin, PATRÓN tequila, GREY GOOSE® vodka, and ST-GERMAIN liqueur—while developing the essential interpersonal skills to succeed in the industry.

After completing the course, each graduate receives support from Bacardi in accessing job opportunities within Mexico's vibrant bar and restaurant community.

The choice of Mexico to expand Shake Your Future is strategic. The hospitality industry is a pillar of the national economy, representing nearly 8.7% of GDP and generating millions of jobs. Mexico’s influence on cocktail culture is also growing, as the country is now home to several of the world’s best cocktail bars, including Mexico City’s Handshake Speakeasy, which was named the world’s number one bar in 2024.

“The demand for bartenders with the skills needed to make amazing cocktails has never been higher,” says Ricardo Nava, co-owner of another of the country’s top cocktail bars, Mexico City’s Bar Mauro. “With Shake Your Future, Bacardi is helping to attract new talent to a sector that will only continue to grow.”

This launch marks a new chapter in the long history of Bacardi in Mexico and underscores its ongoing commitment to Corporate Sustainability to protect people and the planet. Bacardi supports local causes, collaborations, and programs to boost employability and job opportunities in its communities.

To learn more about how Bacardi is doing the right thing, visit www.bacardilimited.com/CS and, for more information about the Shake Your Future program, visit: www.bacardilimited.com/cs/shakeyourfuture

ENDS

Media enquiries: Andrew Carney, acarney@bacardi.com

Always drink responsibly.

About Bacardi Limited

Bacardi Limited, the largest privately held international spirits company, produces, markets, and distributes spirits and wines. The Bacardi Limited portfolio comprises more than 200 brands and labels, including BACARDÍ® rum, PATRÓN® tequila, GREY GOOSE® vodka, DEWAR’S® Blended Scotch whisky, BOMBAY SAPPHIRE® gin, MARTINI® vermouth and sparkling wines, CAZADORES® 100% blue agave tequila, and other leading and emerging brands including WILLIAM LAWSON’S® Scotch whisky, D’USSÉ® Cognac, ANGEL’S ENVY® American straight whiskey, and ST-GERMAIN® elderflower liqueur. Founded more than 164 years ago in Santiago de Cuba, family-owned Bacardi Limited currently employs more than 8,000, operates production facilities in 10 countries and territories, and sells its brands in more than 160 markets. Bacardi Limited refers to the Bacardi group of companies, including Bacardi International Limited. Visit www.bacardilimited.com or follow us on LinkedIn and Instagram.

Continuous Assurance and Sovereign Accreditation Readiness

Keysight Technologies — Fri, 08 May 2026 12:25:00 -0400

By Mike Wager, Contributor

Test automation isn’t a philosophical debate anymore across defense programs.

It’s what you do when you’re tired of the same late-cycle mess repeating itself: integration breaking in places nobody instrumented, teams scrambling to rebuild evidence packs from screenshots and spreadsheets, and leadership being asked to sign off on a release with more confidence than the facts justify.

That pressure isn’t coming from trends. It’s coming from reality. Systems are more software-defined, updates land more often, and suppliers deliver components that only make sense once they’re stitched together. But the burden of proof hasn’t eased; it’s broadened. Safety, cyber, resilience, and operational readiness still require defensible evidence, and the old habit of “we’ll document it properly near the milestone” doesn’t survive continuous change.

The shift is simple: assurance is moving upstream. Evidence gets created as the system evolves, or you end up recreating it later, under pressure, when it’s most expensive and least reliable.

From milestone assurance to continuous accreditation readiness

Programs are moving away from “we’ll pull the evidence together near the gate” and toward staying accreditation-ready all the time.

Two requirements sit underneath that shift:

Assurance must be continuous. Evidence accumulates with every build, patch, and integration change, not only at stage gates.
Assurance must be sovereign. It must work inside controlled environments with hard constraints: data residency, restricted connectivity, tool approval, and export controls.

This is where a lot of DevSecOps narratives hit the real world. They assume always-connected toolchains, cloud analytics, and integrations you can just switch on. Many defense environments can’t operate that way. Continuous assurance still must happen, just inside secure labs, segmented networks, and restricted environments where the boundary isn’t up for negotiation.

Continuous evidence packs: the real bottleneck programs are trying to remove

The slow part is rarely executing tests. The slow part is when someone asks you to prove it.

Because proving it isn’t one stakeholder. It’s engineering, quality, safety, cyber, program leadership, and often multiple companies across a supplier chain. Each one needs evidence that holds up when you zoom in, not a story that sounds plausible.

That’s why the same failure modes keep showing up:

Evidence scattered across tools, teams, and subcontractors
Verification reports stitched together right before milestones
Gaps between requirements, coverage, and what actually happened
Arguments over whether a failure is a real defect or a brittle test
“Run it again” cycles just to recreate proof in the right format

The target becomes evidence-by-default: every run should leave behind what assurance teams need, automatically, consistently, and in a way that survives scrutiny.

A modern approach produces continuous evidence packs: structured proof generated on every run, not assembled later:

Step-level outcomes tied back to requirements
Logs, screenshots, and run context that explain what happened
Configuration, versions, timestamps, and environment identity
Traceability that still makes sense after supplier changes and new releases

This isn’t “more reporting.” It’s removing the manual evidence of tax that gets paid again and again.

Supplier assurance: prove it across the chain, not inside one team

Delivery is built on supplier structures: primes, system integrators, tiered subcontractors, and national partners. The problem isn’t the structure. It’s what happens when assurance relies on trust and narrative instead of reproducible proof.

“We tested it” isn’t evidence. “It passed in our environment” isn’t evidence. “The dashboard is green” isn’t evidence.

Supplier assurance, done properly, looks like this: This requirement was validated by these tests, in this configuration, producing these artifacts, with this outcome, on this date.

When you can do that, program friction drops fast:

Fewer debates that turn into rework
Fewer “prove it again” loops every time something changes upstream
Fewer surprises hidden behind handover documents
Faster triage when integration breaks, because you can see exactly what ran and where

Assurance becomes verifiable, not rhetorical.

Sovereign deployment expectations: assurance must work inside the boundary

Sovereignty changes the shape of the problem. For many programs, the system, the testing, and the evidence can’t drift outside the controlled boundary, not casually, not “just for analysis.”

So continuous assurance has to hold up when:

Networks are segmented or air-gapped
Toolchains are on-prem
External integrations are limited or prohibited
Evidence must remain in program-owned repositories
Exports have to be controlled, deliberate, and auditable

That’s why this is more than a process tweak. It’s an architectural constraint.

If your assurance model depends on cloud services to function, it fails under sovereign constraints. If it requires intrusive components on mission systems, it creates new approval work and a new attack surface. Continuous assurance has to be achievable where the system lives, inside the secure lab, without negotiating exceptions every time you need proof.

What changes when evidence is continuous

When evidence is produced continuously, assurance stops being a cliff edge at the end. It becomes a steady build-up of proof that stays current.

Practically, that means:

Less last-minute evidence pack scrambles
Fewer delays caused by missing artifacts
Earlier visibility of integration risk (where real failures live)
Clearer readiness signals for leadership
More confident go/no-go decisions because the evidence is current, not curated

The key point: you don’t “add a phase.” You stop paying the hidden cost of reconstructing proof later.

Lessons from the field: where the model pays off

When continuous evidence replaces milestone evidence, the same shift shows up again and again:

Cadence improves because assurance doesn’t bottleneck at the end
Coverage improves because teams stop avoiding tests that are painful to evidence
Engineering time moves from repetition to analysis and risk reduction

And the advantage isn’t “faster testing.” It’s faster, defensible assurance under real constraints: sovereign environments, complex GUIs, multi-system workflows, and supplier-delivered components that must be verified end-to-end.

The human shift: from paperwork production to risk intelligence

This is the part most people don’t say out loud.

When evidence packs are automated and traceability is continuous, assurance teams stop burning their best people on admin work with a technical badge on it: chasing screenshots, rebuilding reports, reconciling versions, rewriting the same justification in five formats.

They get to do the work humans are actually good at:

Spotting weak signals before they become program issues
Challenging assumptions that toolchains quietly bake in
Pushing coverage into the risky paths teams avoid
Making risk visible early enough to do something about it

That’s the end-state: move faster without increasing residual risk, because assurance is continuous, evidence-led, supplier-verifiable, and sovereign by design.

Keysight Eggplant: built for sovereign, evidence-led testing

Most testing tools assume open access: APIs you can call, agents you can install, cloud services you can lean on, and logs you can ship off for analysis. That’s not how a lot of defense testing works.

Keysight Eggplant is built for environments where the boundary is fixed, and the proof has to stand up on its own.

Non-invasive by design
Drives the system the way a user does, visually, so you can test mission UIs and locked-down applications without needing source code access or intrusive agents.
Evidence-by-default, not evidence-afterward
Every run can generate the artifacts assurance teams actually need: step outcomes tied to requirements, logs, screenshots, timestamps, environment identity, and full run context, so you’re not rebuilding evidence packs near the gate.
Works inside the boundary
Designed to run on-premises in secure labs and segmented networks, where external integrations are limited and data residency is not optional.
Coverage across the messy parts of the stack
From embedded and specialist systems through to enterprise apps and operational dashboards, so you can validate end-to-end workflows where integration risk lives.
Traceability that survives change
As suppliers update components and configurations shift, you can keep a defensible line from requirement → test → run → artifacts → outcome, without turning every release into a re-justification exercise.

The net effect is straightforward: less time spent reconstructing proof, fewer “prove it again” loops, and clearer readiness signals based on current evidence—not curated narratives.

The direction of travel

The next phase of QA defense isn’t about chasing novelty. It’s about keeping pace without letting residual risk creep up.

Teams will keep automating, but the real gain comes when automation is paired with continuous assurance: the ability to generate defensible evidence on every run, inside sovereign constraints, and across supplier boundaries.

That’s what changes the program experience. Fewer late-cycle scrambles. Fewer debates about what’s “real.” Faster identification of integration risk. And release decisions made on facts that are up to date.

Visit our dedicated A&D software testing page for more information.

A Healthy Workplace Environment: The Importance of Clean Indoor Air

Inogen Alliance — Fri, 08 May 2026 11:10:00 -0400

A Healthy Workplace Environment: What Does This Mean?

We spend nearly 90% of our lives indoors whether at work, at home, or in transit. Yet indoor air quality is often overlooked when discussing health and wellbeing. Elevated carbon dioxide (CO₂), volatile organic compounds (VOCs) released from furniture, finishes, cleaning products and fragrances, and pollutants entering buildings from traffic, energy generation, dust, agriculture, and waste activities all contribute to the air we breathe indoors.

Poor indoor air quality affects more than comfort. Short-term exposure can lead to eye irritation, headaches, fatigue, dizziness, and difficulty concentrating, symptoms often grouped under “Sick Building Syndrome”, and frequently misattributed to stress or workload. Over time, chronic exposure to air pollution, both indoors and outdoors, has been linked to more serious outcomes including cardiovascular disease, stroke, respiratory illness, certain cancers, and emerging evidence suggests possible associations with neurodegenerative conditions.

The World Health Organization has long highlighted that indoor air pollution remains a major but under-recognized public health issue. Globally, air pollution contributes to millions of premature deaths each year, with a significant proportion associated with indoor exposure. While access to clean drinking water is widely recognized as a basic right, access to clean air receives far less attention despite being equally fundamental.

Air quality also directly affects workplace performance. Research consistently shows that cognitive function, productivity, and decision-making decline in poorly ventilated environments. Even moderate improvements in ventilation and pollutant reduction have been associated with measurable gains in work performance, sometimes in the range of several percentage points.

Occupational Health and Exposure: What’s Safe?

Air contains a mixture of gases and microscopic particles known as particulate matter (PM). Among these, PM2.5, particles 2.5 micrometers or smaller, are of particular concern. These particles are small enough to penetrate deep into the lungs and enter the bloodstream, potentially affecting multiple organs. Because they are invisible to the naked eye, their presence often goes unnoticed without monitoring.

Many countries set legal limits for ambient air pollution. However, regulatory thresholds do not necessarily represent a “safe” level of exposure. For example, in several jurisdictions, legal limits for PM2.5 remain significantly higher than the guideline values recommended by the World Health Organization. Although overall trends may show improvement, exposure levels in many regions continue to exceed health-based recommendations.

Workplace regulations typically focus on ventilation and control of hazardous substances. In the UK, for example, the Workplace (Health, Safety and Welfare) Regulations require employers to provide sufficient fresh or purified air in enclosed workplaces. Guidance further states that supplied air should be free from impurities likely to cause ill health. Substances covered under COSHH regulations must be controlled where present, and Workplace Exposure Limits (WELs) apply to specific hazardous substances.

However, being below a regulatory limit does not automatically mean that exposure poses no risk, particularly when considering long-term, low-level exposure or cumulative effects. Moreover, offices and similar workplaces are often not formally classified as “sensitive receptors” in air quality planning guidance, and there is typically no explicit legal requirement to conduct routine indoor air quality assessments.

Despite this, increasing numbers of organizations are proactively assessing and improving their indoor environments. Motivations vary: reducing absenteeism, enhancing employee wellbeing, meeting ESG commitments, improving productivity, mitigating potential legal liability, or aligning with broader sustainability goals.

At its core, the issue is straightforward. Employers have a duty of care to provide a safe and healthy working environment. As scientific understanding of air quality evolves, expectations around what constitutes a “healthy” indoor environment are evolving too.

Practical Steps to Improve Indoor Air Quality

While awareness of indoor air quality (IAQ) has grown significantly, many organizations struggle with the how! Improving IAQ does not always require large-scale investment. Targeted, practical measures can deliver measurable benefits for both employee well-being and operational performance.

Starting with a strong baseline ensures interventions are driven by the data, not emotion. Spot measurements or continuous monitoring can reveal elevated CO₂, particulate matter, and volatile organic compounds (VOCs). A foundation based on data matters and without it, organizations risk spending time and capital on fixes that feel good but don't address the actual problem (if one exists at all!).

Ventilation remains one of the most effective levers available. Verify that HVAC systems are operating as designed and align practices with current ASHRAE (The American Society of Heating, Refrigeration, and Air Conditioning Engineers) standards for occupancy-based ventilation which includes controlling airflow volume, outside air intake, temperature, humidity, and filtration.

Routine maintenance is equally important. Poorly maintained systems can become a source of contamination. Regular inspection and cleaning of HVAC components, including ducts, coils, and filters, helps maintain performance and prevents the buildup of dust, mold, and other contaminants. Routine inspection and cleaning is foundational, not optional.

Organizations should also focus on source control. This includes evaluating building materials, cleaning products, and workplace processes that may introduce pollutants into the indoor environment. Substituting lower-emission products and implementing proper storage and handling practices can reduce exposure risks at the source.

By taking a structured and proactive approach, organizations can move beyond compliance to create indoor environments that actively support health, productivity, and long-term resilience.

Check out how we can help multinational corporations with our air quality services in any location.

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.

Georgia-Pacific Names Ryan Elwart, Senior Vice President - Sales and Innovation, GP Foodservice Solutions and Nick Trainer Vice President, Market Sales of GP PRO

Georgia-Pacific Corporation — Fri, 08 May 2026 09:05:00 -0400

ATLANTA, May 8, 2026 /3BL/ - Georgia-Pacific announced that Nick Trainer has been named vice president, market sales of GP PRO. In this role, Trainer will lead market sales strategy and execution, strengthen customer partnerships, and drive growth across the business.

"I'm excited to have Nick rejoin the Georgia-Pacific family. His strong leadership experience and deep knowledge of our industry will help us continue to deliver superior value to our customers," said Nate Medina, senior vice president and general sales manager, GP PRO.

Georgia-Pacific named Nick Trainer vice president, market sales of GP PRO. Trainer will lead market sales strategy and execution, strengthen customer partnerships, and drive growth across the business.

Prior to rejoining GP PRO, Trainer served as senior vice president of sales and marketing at Handgards, a manufacturer and supplier of foodservice disposable products focused on food safety and cross-contamination prevention.

During his 18-year tenure at Georgia-Pacific, Trainer held several leadership roles, including Southern regional sales manager and vice president and general manager of the GP PRO Tissue and Wiper business. In that role, he drove significant growth of the Compact tissue business, led the launch of multiple new products across categories, and advanced key investments in manufacturing. He also helped shape category strategy, strengthen customer engagement, and accelerate innovation across GP PRO.

Earlier in his career, Trainer held sales leadership roles at Unisource and Kimberly-Clark.

In addition, Ryan Elwart has been named senior vice president, sales and innovation for GP Foodservice Solutions, the company's new business that includes Dixie® and Anchor Packaging. In this role, Elwart will lead transformation efforts for Georgia-Pacific's away-from-home foodservice disposables — driving growth across categories and bringing together the Georgia-Pacific and Anchor sales teams.

Georgia-Pacific today named Ryan Elwart senior vice president, sales and innovation for GP Foodservice Solutions. Elwart will lead Georgia-Pacific’s away-from-home foodservice disposables initiatives.

"I'm delighted to have Ryan rejoin the GP family. His strong commercial leadership experience, deep understanding of our customers and industry, and proven ability to drive growth at scale position him to make an immediate impact," said Chris Warburton, chief customer officer of Georgia-Pacific's Consumer Products group. "He will play a key role in accelerating our foodservice business by strengthening customer partnerships and advancing innovative solutions to better serve a growing market."

Prior to joining GP Foodservice Solutions, Elwart served as Group President at Mativ, where he oversaw multiple categories and segments across the business. He led efforts to strengthen company performance, build commercial capabilities, and unlock strategies to drive growth with customers across the marketplace. He also led the Sustainable & Adhesive Solutions business unit, driving alignment across sales, marketing, sales operations, and research and development to improve execution, drive innovation and scale best practices.

Elwart previously spent 16 years with Georgia-Pacific, including serving as chief customer officer for the Consumer Products Group. In that role, he led a combined sales and commercial capability organization spanning retail and B2B sales, eCommerce, training, customer planning, category management, and sales strategy across the company's retail and commercial businesses.

Earlier in his career, Elwart held leadership roles at PepsiCo and Hormel Foods and has extensive experience across customer- and consumer-facing businesses.

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.

About GP PRO

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. The company operates approximately 150 facilities and employs approximately 30,000 people directly and creates nearly 80,000 jobs indirectly. GP PRO, a division of Georgia-Pacific, manufactures and sells well-known brands like enMotion^®, Compact^®, Angel Soft^®Professional Series, Brawny^®, Dixie^®, Pacific Blue™ and the KOLO^®Smart Monitoring System. GP PRO products meet restroom, foodservice, and break room needs for office buildings, healthcare, foodservice, high traffic, lodging, retail, and education facilities, plus a wide range of industrial and manufacturing facilities in North America. For more information, visit: gppro.com.

KeyBank and the Buffalo Sabres Rally Community Spirit Ahead of Round 2 Playoffs

KeyBank — Fri, 08 May 2026 09:00:00 -0400

As the official bank of the Buffalo Sabres, KeyBank continued its longstanding partnership with the team by bringing excitement directly into the community ahead of the second round of playoffs. Through the HocKey Assists program, KeyBank and the Sabres hosted a high-energy pep rally at the Seneca Street Community Development Corporation, creating a shared moment of celebration for local families and young fans.

Sabretooth, along with Sabres alumni Rob Ray and Marty Biron, joined KeyBank and Sabres teammates to deliver an energetic experience filled with playoff spirit. Participants received rally towels and gameday items while interacting with the alumni and mascot, helping bring the excitement of postseason hockey to the next generation of Sabres fans.

For KeyBank, the pep rally reflects the purpose behind HocKey Assists: using the strength of collaboration to create meaningful, community-centered experiences. By meeting participants where they are and making the playoff atmosphere accessible beyond the arena, the program helps ensure that the energy of this moment is shared across the entire community.

KeyBank is proud to partner with the Buffalo Sabres to continue celebrating this playoff run and to support local organizations like the Seneca Street Community Development Corporation. As Buffalo rallies around its hometown team, initiatives like this help extend that momentum into neighborhoods across Western New York—strengthening connections, inspiring fans and reinforcing what makes the community so special.

Learn more about KeyBank’s longstanding partnership with the Buffalo Sabres and commitment to the Western New York region.

Electrification Is Powering the Future of Long-Haul Transport

Trane Technologies — Fri, 08 May 2026 07:30:00 -0400

This article is authored by Roland Duquesne, Director of Key Accounts, EMEA, Trane Technologies

Across transportation and the built environment, electrification is delivering real-world benefits. Electric cars are a familiar sight, while electric buses, delivery vehicles and bicycles are increasingly common. Yet long-range transport, a critical link that delivers everything from food to lifesaving medication, was viewed as too complex to electrify. Now, as innovative new electrification technologies shift the commercial transport industry, that is changing.

Transport electrification’s tipping point

Long-haul transportation is essential. Around the world, the freight transported by these vehicles, from food and fuel to vital healthcare supplies, keeps daily life moving. But long-haul trucking also generates a disproportionate share of overall transport emissions.

For decades, as electrification technologies became commonplace in other sectors, long-haul transport was left behind. Issues like battery size and weight, charging infrastructure availability and recharging time requirements conflicted with existing logistics processes and routes.

But now, new electrification technologies are available that can help decarbonize this critical sector while also reducing fuel costs. Trane Technologies is accelerating this shift with innovative electrification solutions that optimize energy use. For the leaders responsible for logistics networks, the question is no longer whether to decarbonize commercial transport, but how to do it in ways that support key business outcomes while also reducing emissions.

Scalable electrification strategies

The pace of technological innovation in the transport sector is accelerating. Rather than relying solely on larger batteries, new solutions are reducing energy demand across the entire vehicle system. Electrified trailers can actively support propulsion, reducing the load while extending operating range, lowering fossil fuel use and improving overall vehicle efficiency. Electric refrigerated transport solutions are already being deployed in commercial fleets. Systems that can capture and reuse the residual energy from commercial trucks’ braking systems and downhill momentum are now a reality.

At Trane Technologies, electrification is a central lever in our Climate Transition Plan and our goal of achieving net-zero by 2050. For long-haul commercial transport, that means looking at the system holistically, and asking how every component can consume less, waste less and ultimately operate with lower emissions.

"We've never seen as much innovation in the transport industry as we have today."
Roland Duquesne
Director of Key Accounts, EMEA, Trane Technologies

Electrification innovation on the road

New electrification technologies are already making an impact on the road. Our Thermo King team has introduced electrified transport refrigeration solutions that can reduce diesel fuel use while maintaining reliable temperature control. Another innovation, Advancer AxlePower, uses generators located in the axle of the trailer that recuperate the energy lost when the truck’s braking system is activated or when the truck drives downhill. It then repurposes that energy to power a refrigeration unit.

Innovations like these are creating efficiencies across the transport sector. The AxlePower technology, which was co-developed by Thermo King and BPW Bergische Achsen, captures energy at the trailer axle and stores it in a high-voltage Thermo King Energ-e battery to continuously power refrigeration units while driving and at stops.

In a recent pilot, Thermo King EMEA worked with a partner in Holland to trial the AxlePower configuration side by side with traditional gas-powered transport systems. After two years, the AxlePower system had reduced fossil fuel use, demonstrating how hybrid systems can improve overall performance while decarbonizing.

In another pilot with logistics provider DP World and retailer Woolworths, the first electric refrigerated transport trailer to operate across the African continent delivered both fuel savings and emissions reductions of up to 20 tons of CO₂ per year compared with diesel-powered refrigerated transport. The trailer with the AxlePower technology logged 146,000 kilometers (over 90,000 miles) of all-electric operation, relying on gas backup just 3% of the time.

Trane Technologies is also collaborating with other ground-breaking pioneers in the electrification realm, such as Germany-based transport company Trailer Dynamics. Abdullah Jaber, a physicist and the company’s CEO, notes that Europe was making progress towards decarbonizing vehicles of almost all types except long-haul trucks.

That light bulb moment led to the company’s focus on decarbonizing long-haul transport, including a battery-powered trailer that reduces the energy needed by the trucks pulling it. Trailers like these have multiple benefits:

when integrated with a diesel-powered vehicle, the trailer reduces the amount of fossil fuel needed, cutting both emissions and fuel costs.
and, when paired with an electrified vehicle, the trailers increase the potential range of the truck before refueling or recharge is needed.

Solutions like these are creating practical pathways to integrate electrification into existing operations, reducing fuel costs and emissions without wholesale fleet overhauls.

Electrification innovations such as these demonstrate how the freight industry can move forward with fuel-saving, emission-reducing solutions while charging infrastructure continues to evolve.

The path to net-zero transport electrification

Long-haul transport sits at the center of both the global economy and the decarbonization challenge. Moving goods over vast distances was once seen as one of the hardest sustainability challenges to solve, but as technological innovation in the sector grows, that assumption is beginning to shift.

Infrastructure gaps, like the lack of appropriate chargers on some long-haul routes, remain a challenge for freight transport electrification. But it’s not a zero-sum choice between waiting and acting. Innovative solutions, like electrified refrigeration units, AxlePower and eTrailers, allow transport operators to upgrade in a modular, cost-effective way that can reduce fuel costs and emissions now without waiting for perfect infrastructure alignment.

As we look ahead at the future of the transport sector, the key question is how quickly we can scale these innovations. When energy optimization strategies are managed holistically across the long-haul transport system, electrification becomes a competitive advantage, impacting how energy is generated, recovered and conserved. That leads to measurable cost savings, improved performance and reduced emissions — proving that decarbonization can help create business value over the long haul.

Electrification of Transport - Listen to the Healthy Spaces podcast to discover how electrification of transport can reduce carbon emissions for long-haul trucking and transportation.

The future is ours to create. Explore careers that make an impact at Trane Technologies.

Truist Charitable Fund, Arbor Day Foundation Offering Free Trees To Help Restore Communities in Western North Carolina

Arbor Day Foundation — Thu, 07 May 2026 16:00:00 -0400

CHARLOTTE, N.C., May 7, 2026 /3BL/ - In the wake of recent hurricanes that have left lasting impacts across western North Carolina, Truist Charitable Fund is helping communities take an important step toward recovery one tree at a time. Through a partnership with the Arbor Day Foundation, residents in impacted areas can now reserve free trees to replant, restore, and rebuild the natural spaces that make their communities feel like home.

These trees will help grow hope and renewal in the wake of disaster, while also providing a range of other benefits to the community including cleaner air and cooler neighborhoods, improved stormwater management, and fostering local resilience.

“For many families, trees are more than just part of the landscape – they’re tied to memories, comfort, and a sense of place,” said Kristen Bousquet, Senior Partnerships Manager at the Arbor Day Foundation. “This initiative is about helping communities heal and move forward, restoring not just tree canopy, but a sense of normalcy and hope.”

Residents can reserve their free trees at getarborday.org/truist. Through a simple online experience, participants can choose trees suited for their property and receive guidance on where to plant them for the greatest long-term benefit. Each household may reserve up to 5 trees, with delivery direct to doorsteps for ease and inclusivity. The program will continue until all 4,400 trees have been claimed.

Powered by research from the USDA Forest Service and developed in partnership with the Davey Institute, the Arbor Day Foundation’s platform ensures each tree is planted in the right place for long-term success, supporting recovery efforts that will be felt for generations.

Truist is steadfast in its purpose to inspire and build better lives and communities, and in 2024 announced "Truist Cares for Western North Carolina," a three-year, $725 million commitment to support critical needs in Western North Carolina as communities impacted by Hurricane Helene recover and rebuild. For more information on this initiative, visit truist.com/TruistCares.

About the Truist Charitable Fund

The Truist Charitable Fund (“TCF”) is committed to Truist Financial Corporation’s (NYSE: TFC) purpose to inspire and build better lives. TCF was established as a donor-advised fund and invests in local community organizations, focusing on grants that support initiatives and programs in the areas of educational opportunity, leadership development, and community services. To learn more about Truist’s purpose, visit truist.com/purpose.

About the Arbor Day Foundation

The Arbor Day Foundation is a global nonprofit inspiring people to plant, nurture, and celebrate trees. They foster a growing community of more than 1 million leaders, innovators, planters, and supporters united by their bold belief that a more hopeful future can be shaped through the power of trees. For more than 50 years, they’ve answered critical need with action, planting more than half a billion trees alongside their partners. And this is only the beginning.

The Arbor Day Foundation is a 501(c)(3) nonprofit pursuing a future where all life flourishes through the power of trees. Learn more at arborday.org.

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The Truist Championship and the Charlotte Trail of History Unveil Commemorative Statue Honoring Golf Pioneer Dr. Charles Sifford

Truist — Thu, 07 May 2026 14:50:00 -0400

CHARLOTTE, N.C., May 7, 2026 /3BL/ – The Truist Championship, in partnership with the Charlotte Trail of History, unveiled a commemorative statue honoring Dr. Charles Sifford at Elizabeth Park, celebrating the trailblazing golfer’s enduring legacy and ties to the Charlotte community.

The ceremony marked the launch of Truist Championship Tuesday, a new initiative designed to extend the championship’s impact beyond tournament week and invest meaningfully in the community year-round. Tuesday’s unveiling brought together tournament representatives, civic leaders and members of the Sifford family to reflect on Dr. Sifford’s historic role in breaking color barriers in professional golf and his lasting influence in Charlotte and beyond.

“The Truist Championship is proud to have partnered with the Trail of History to spotlight Dr. Sifford’s story that is defined by his excellence, courage and lasting impact in professional golf,” said Adam Sperling, executive director of the Truist Championship. “Launching Truist Championship Tuesday with this commemorative statue is a powerful way to honor Dr. Sifford’s legacy in his hometown while reaffirming our commitment to creating meaningful moments in Charlotte that extend far beyond tournament week.”

The statue was created by acclaimed sculptor Emmanuel Gillespie, who worked closely with the partners and the Sifford family to ensure the piece authentically reflects Sifford’s presence and significance.

“The Trail of History is delighted to welcome the addition of Dr. Charles Sifford as our 12th project,” said Scott Syfert, chair of the Charlotte Trail of History. “Since 2010, the TOH has sought to recognize outstanding individuals who made important contributions to Mecklenburg County across its 250-year history. We are very grateful to not only Emmanuel for his artwork but also to Truist, the Truist Championship and the PGA TOUR for their leadership as we commemorate Dr. Sifford’s sporting legacy.”

Dr. Charles “Charlie” Sifford (1922–2015) was a pioneering professional golfer whose courage and perseverance helped break the color barrier in the sport. Born in Charlotte, North Carolina, Sifford began caddying on segregated golf courses at age 13 and turned professional in 1948, competing primarily in tournaments organized by Black golfers while barred from the PGA. He won the United Golf Association’s National Negro Open six times before making history in 1961 as the first African American to join the PGA Tour. Over his career, Sifford competed in more than 400 PGA events, won the 1975 PGA Seniors’ Championship, and earned induction into the World Golf Hall of Fame in 2004. In recognition of his lasting impact on golf and civil rights, he was awarded the Presidential Medal of Freedom in 2014.

“The Sifford family would like to thank Mecklenburg County, the Charlotte Trail of History, Truist Championship, Truist and all the other sponsors that made this moment possible,” said Charlie Sifford Jr. “I believe never in his wildest thoughts that a day like this would happen in his hometown of Charlotte. You are not just honoring my Father’s legacy, you are continuing it. Thank you so very much.”

As title sponsor of the Truist Championship, Truist emphasized the alignment between the tournament’s community commitment and the values embodied by Sifford.

“On this inaugural Truist Championship Tuesday, we’re honored to dedicate this moment to Dr. Charlie Sifford and the values he embodied that resonate so deeply with our purpose at Truist,” said Dontá Wilson, Truist chief consumer and small business banking officer. “Dr. Sifford didn’t just change the game of golf. He changed who got a chance to play it, and his legacy inspires us all to make sure more people get that chance on the course, in their communities, and in life.”

The Truist Championship returns to Quail Hollow Club May 6-10, 2026. For more information or to purchase tickets, visit TruistChampionship.com.

The Teaching Shift That’s Boosting Engagement at This STEM High School

Verizon — Thu, 07 May 2026 14:40:00 -0400

Verizon

By Stacy Morrison

At a glance

Professional development: Teachers are utilizing research-backed strategies and free online courses from Verizon Innovative Learning HQ to increase student engagement.
Shift in pedagogy: The program moves away from passive lecturing toward a collaborative culture where students direct their own learning and creative projects.
Digital citizenship: Educators are balancing high-tech tools with analog skills to help students develop intentionality and curiosity in a digital-first environment.

When Dove Science Academy High School in Oklahoma City, Oklahoma, joined Verizon Innovative Learning Schools in fall 2025, its teachers embraced not just the infusion of technology, but also the novel ways they could inspire their students. “Being part of the Verizon Innovative Learning Schools program has completely elevated the way we teach and the way our students learn,” says M. Atay, Principal of Dove Science Academy High School. “Our students are no longer just receiving information, they are creating, collaborating and solving real-world problems.”

As part of their Verizon Innovative Learning Schools professional development, each Dove educator learned research-backed strategies and explored tools to help them get more out of a technology-supported classroom. The training features teaching approaches that support student choice and collaboration, reach all learners and increase student engagement with the material. Professional development opportunities—and courses such as Creating a Collaborative Classroom Culture, Leveraging Flexible Learning Formats and Design Better Learning Experiences with Learner Variability—are available freely for all educators online through Verizon Innovative Learning HQ.

“I’m really encouraged to see how much autonomy we’re providing the students,” says Verizon Innovative Learning Schools Coach Casey Lawrence. Instead of a “chalk and talk” teaching style, where students passively listen as the teacher lectures, Lawrence sees students collaborating and directing their own learning. “Now they are talking with each other and working with each other and that sets them up for success in the real world,” she says.

Here, four Dove Science Academy High School educators share how their fresh teaching approaches are making an impact.

“Students have new ways to share.”

Although she has taught English language arts for decades, Amber Harrison still embraces every chance to expand her skills. “Even with 20 years in education, I have the mindset that there’s always going to be something new I can learn,” she says.

As part of the Verizon Innovative Learning Schools professional development, Harrison was introduced to imaginative ways to engage students and connect them with the material. “It’s nice to have this fresh, new information,” Harrison says of the Verizon resources. “I liked getting to hear about tested and proven strategies that are actually working.”

Harrison learned a new prompt to use for exit tickets—short exercises that check for student understanding—that she applied after a poetry lesson. The responses revealed a shift in how her students viewed poetry. One student wrote: “When it comes to poetry, I used to think about boring words. But now I think that it is such a better way for people to express themselves.”

“Out of a class of 20 students, 16 of them are feeling more inspired to read and write poetry as a way to express feelings and connect with other humans,” Harrison says. “That is a win.”

She took the lesson further: She had students write their own poems, with some choosing to share their work on a hallway bulletin board. Harrison also anonymously shared poetry written by some of the quieter students in the digital classroom, an online space where the students and Harrison collaborate on assignments. “Those students got the shout out that what they’re doing is working,” Harrison says. “And now they are even speaking up in class more. They are feeling confident enough to share themselves out loud.”

“I see that the students are much more curious now.”

Daisy Colindres readily admits that before this year—her twenty-fourth as a teacher—she used a computer only to take attendance. “I was not using technology much,” she says. “But now, after learning all of the advantages [for the students] and how important technology is to their future, I realized I had to be updated.”

Once she started integrating technology in the classroom, she saw an immediate shift in how students communicated with her and with each other. One of her first tablet-based assignments asked students to research a Spanish-speaking country and make a presentation based on their findings. “They were very engaged, just in looking up this information,” she says. “They were excited and finding new ways to look for what they needed.”

As they worked, students began asking more questions than usual—even messaging her in the evenings through the digital classroom when ideas came to them. “I feel like the tools have helped extend their world a little bit more,” says Colindres. “And I’m more involved with them because they are bringing me their ideas and asking questions. I can see they are much more curious now.”

“It’s my goal to help them find the balance.”

Adam Jester is no stranger to using technology in the classroom: He came to Dove Science Academy High School in fall 2025 from a district where 98 percent of learning was virtual. But through the Verizon Innovative Learning Schools professional development, Jester has learned strategies to help students stay engaged and practice strong digital citizenship, while balancing technology with traditional learning skills.

Students have access to devices during class time, so Jester uses a tool he learned about in professional development to monitor and moderate which websites they can visit when doing research. At the same time, he wants to ensure students keep critical thinking at the center of their learning. He regularly switches between tech-based activities and analog approaches.

“It definitely helps to have a monitoring tool,” he says. “You can set it up on a schedule, so that it opens automatically at class time, or you can set it up to exclude certain websites or only allow certain websites.”

Jester’s priority is teaching students intentionality: choosing the right tool for the task and staying engaged in the learning process. The training reinforced strategies for building focus and supporting independent work, whether students are using devices or taking notes by hand. “It’s my goal to help them find the balance,” he says.

“I try to connect the topic closer to them.”

As a math teacher, Tam Hua knows that the conceptual nature of math can create an obstacle to learning for some students. During professional development, she picked up a simple, easy-to-apply tip that helps students stay engaged: “We were taught to make the topic, whatever it is, more related to the students,” Hua says. “We need to make the connection. Otherwise they will not be interested.”

Her real life example? Instead of using world population as a data set for a math problem, which can feel remote to the students, “I now will bring in sports data collected from a sporting event,” she says. “So that is helping a lot.”

Hua was already using digital tools to help her students master complex graphing problems. But she sees that the presence of additional tech in the classroom, such as the interactive worksheets she now creates, makes learning “very accessible for the student,” she says.

“I have learned a lot from [professional development], such as how to make fun activities where I can engage the students in class and not just be lecturing every day,” she says. “It takes time to create those exercises, but it’s worth it.”

^{Verizon Innovative Learning}^{is a key part of the company’s responsible business plan to help move the world forward for all. As part of the plan, Verizon has an ambitious goal of providing 10 million youth with digital skills training by 2030. Educators can access free lessons, professional development, and immersive learning experiences to help bring new ways of learning into the classroom by visiting}^{Verizon Innovative Learning HQ}^.

Energy for a Better Future: Our Talent and Culture in 2025

Entergy Corporation — Thu, 07 May 2026 14:30:00 -0400

How we’re developing the premier workforce
Our human resources team focuses on a talent and culture strategy aimed at increasing our organizational resilience to mitigate risks. Our strategy is only as strong as our leadership, capability and culture. We’re working to ensure our people and teams are at the right levels, with the right skills, in the right place, at the right time, at the best cost, and are continuously driving performance improvement and innovation. We’re committed to fostering an inclusive environment where every employee feels valued, supported and excited to come to work each day.

Workforce planning and development
Our workforce development initiatives focus on partnerships with high schools, technical and community colleges, universities and industry associations. These programs range from general promotion of energy and STEM careers to technical training programs that produce graduates aligned with our staffing needs.

How we’re building premier utility capability
We’re committed to equipping our employees with foundational training, professional development and meaningful career growth opportunities. In 2025, we continued to invest in our workforce through a robust suite of courses offered in our employee development catalog.

We also continued three development programs for high-potential talent:

RISE is our emerging leader program for top high-potential individual contributors. In 2025, 112 employees engaged in self-assessments, training, site tours, volunteer activities and networking to prepare for their first leadership roles at Entergy.
Our 12-month VOLT leadership program, completed by 23 mid-level leaders, combines leadership assessments, team building, executive engagement, mentoring and team project assignments to strengthen our leadership pipeline and support sustainable high levels of performance and company growth.
Power Up was completed by 17 leaders during a 12-month journey that blended field visits, executive engagement, skills assessments and memorable experiences.

Read the full report here.

Meet the First AI Visibility Tracker Built for Brand Reputation

3BL — Thu, 07 May 2026 12:00:00 -0400

AI has quietly become the new Google search, and most brands haven’t fully noticed.

Millions of people now turn to AI platforms like ChatGPT, Claude and Gemini before they ever open a traditional search engine. In fact, 50% of consumers now choose AI over legacy search — and the results they see directly influence where they choose to spend their money, who they choose to work for, and which brands they choose to trust. That’s just the start: Almost all B2B buyers (94%) now use AI in purchasing, and more than 75% of global investors turn to AI systems to help with investment decisions.

But most brands have no idea how they are showing up in AI responses. Are you being surfaced at all? If you are, are you portrayed negatively? Is the representation accurate and fair?

We couldn't find a tool to answer those questions well enough for our customers. So we built one.

“Every communications leader knows their latest media coverage. Most can tell you their search ranking. Almost none can tell you what AI says about their company today,” says Charlie Wilkie, chief executive officer of 3BL. “That gap is the problem we built this tool to close.”

Introducing 3BL’s AI Visibility Tracker, the first tool built specifically for brand reputation in AI.

What It Does

Unlike most AI monitoring tools designed for product discovery, 3BL’s AI Visibility Tracker is built around reputation: how your brand is being perceived, discussed and characterized within AI platforms.

A multidimensional view of AI visibility. We show you where your visibility is strong and where it's weak — broken down by platform, topic and query intent.
Competitive benchmarking for crucial context. Measure your brand’s visibility alongside named competitors on the topics you want to lead.
Questions that shape reputation. Our database includes thousands of queries tied to brand governance, reputation and trust, asked by real people and curated by corporate responsibility experts.

Not only that, but it also tracks true sentiment that tells the real story. While most sentiment trackers simply reflect positive and negative keywords, ours is smart enough to tell you how your brand is being discussed — even in AI responses that also mention problems — so we never miss the nuance in complex conversations.

“The whole discipline of PR was built on the idea that third-party credibility matters more than what you say about yourself. AI has just made that truer than it’s ever been,” Wilkie says. “But most brands still haven’t caught up.”

As AI continues to become the first stop for consumers, investors, employees and others, knowing where you stand isn’t optional. It’s essential.

Sign up today to see your AI Visibility Score.

About 3BL

Since 2009, more than 1,500 companies have trusted 3BL to distribute their news to credible publishers — extending beyond press releases to the full range of stories that shape stakeholder perception.

From Fortune 500 companies to nonprofits, 3BL combines targeted distribution, strategic insights, and measurable analytics to track what’s reaching audiences, identify what’s resonating, and provide the guidance teams need to keep improving.

Our digital media division, TriplePundit, covers business through the lens of solutions journalism and supports brand storytelling through the 3BL Studio.

Announcing PR Daily Conference in New York

Ragan — Thu, 07 May 2026 11:00:00 -0400

May 7, 2026 /3BL/ - The future of PR is taking shape in Brooklyn. You are invited.

Join communications leaders June 3-5 in New York City for the PR Daily Conference, where the industry’s biggest challenges and opportunities come into focus.

This year’s agenda is built for how PR is actually evolving right now. Expect candid conversations and practical strategies on:

Using AI without losing authenticity
Proving PR’s impact on business outcomes
Navigating a rapidly shifting media landscape
Building trust in an era of skepticism
Creating content that earns attention, not just impressions

You will leave with ideas you can apply immediately and a clearer path forward in a changing industry.

Attendees will also have the opportunity to sign up for an exclusive, behind-the-scenes tour of Business Insider. This optional experience is free, but space is limited to 30 participants. See how a leading digital newsroom operates and learn what it takes to break through today.

PR is evolving quickly. The communicators leading the next chapter will be in this room.

Use code 3BL to save $500 on your registration.

Register now to secure your spot.

Media Contact:
Kimberly Egan
Director of Marketing
Ragan Communications / PR Daily

Read More

Good Jobs First Violation Data Now Available In CSRHub Extract Reports

CSRHub — Thu, 07 May 2026 11:00:00 -0400

As previously seen on the CSRHub blog.

By Bahar Gidwani

Violation Tracker, produced by the Corporate Research Project of Good Jobs First, is the first wide-ranging database on corporate misconduct. It covers banking, consumer protection, false claims, environmental, wage & hour, health, safety, employment discrimination, price-fixing, bribery and other cases resolved around the world. CSRHub has recently been allowed to redistribute information on the number of violations and total amount paid in fines as part of its Roadmap Report.

Anyone who visits the CSRHub website can now go to the CSRHub Roadmap Report form and enter the company they want to focus on and up to ten additional companies. For a modest fee of $200, they can add Violation Tracker data to their PDF and PowerPoint reports. A list of the entities covered by this data set can be seen here on the CSRHub site.

A number and total amount of fines that a company pays are closely watched signals of a company’s internal controls and ethical standards. Poor performance on this dimension of sustainability behavior is an indication that a company may be risky to work with or may not have a “license to operate” from the communities it serves. This is an important aspect of benchmarking one company against others and something that can often explain differences in indicators such as board quality, leadership ethics, and transparency.

Please contact CSRHub if you want more information about this data set. The entire set can be licensed for both corporate and investor use by visiting the Violation Tracker site.

About CSRHub

CSRHub provides decisive ESG data to reduce risk, improve ESG reporting, strengthen brand and manage stakeholders, using authoritative sustainability metrics and data harmonized from key investor sources (i.e., MSCI, ISS, S&P Global), and hundreds of other ESG experts.

CSRHub provides ESG ratings, benchmarking tools, and data feeds that support:

Benchmarking to improve ratings
Supply chain and vendor assessment
Regulatory readiness
Investment and risk analysis
Academic and research applications

If you are interested in using CSRHub data for research, reporting, or analytics, please contact us or explore our tools and data offerings on our website.

About the Corporate Research Project of Good Jobs First.

The Corporate Research Project of Good Jobs First collects data on corporate misconduct involving companies operating around the world. The U.S. version of the database draws information from more than 300 federal, state, and local regulatory agencies. Violation Tracker Global contains cases from more than 75 countries involving larger corporations.

Bahar Gidwani is CTO and Co-founder of CSRHub. He has built and run large technology-based businesses for many years. Bahar holds a CFA, worked on Wall Street with Kidder, Peabody, and with McKinsey & Co. Bahar has consulted to a number of major companies and currently serves on the board of several software and Web companies. He has an MBA from Harvard Business School and an undergraduate degree in physics and astronomy. He plays bridge, races sailboats, and is based in New York City.

Pierre de Villeméjane Joins Action Against Hunger Board of Directors

Action Against Hunger — Thu, 07 May 2026 11:00:00 -0400

NEW YORK, May 7, 2026 /3BL/ - Action Against Hunger today announced the appointment of Pierre de Villeméjane to its Board of Directors, strengthening the organization’s leadership with his extensive experience in global industry, private equity, and corporate transformation.

Mr. de Villeméjane is a Partner and Co-Head of KPS Mid-Cap Investments, part of KPS Capital Partners LP ("KPS"), a global private equity firm. With more than two decades of experience, he has led complex investments and operational transformations across manufacturing, industrial, and consumer sectors worldwide.

He has also acted as Chief Executive Officer for the KPS portfolios of several global companies, including Speedline Technologies, WWRD Holdings, and Heritage Home Group. He has deep expertise in highly complex corporate carve-outs and financial restructurings.

“I am honored to join Action Against Hunger USA’s Board of Directors. This mission is particularly close to my heart because I have long believed that access to nutrition is foundational to health, dignity and opportunity. I look forward to supporting the organization’s important work and helping advance its impact around the world," said Mr. de Villeméjane.

He currently serves on the boards of several international companies and has previously held advisory roles, including serving as an economic advisor to the French Ministry of Trade in Boston. He is a graduate of Hautes Etudes Commericales, the leading business school in France, where he earned a degree in Marketing and Finance.

“Pierre brings a unique combination of strategic insight, operational leadership, and global perspective,” said Tori Sayanlar, Director of Development for Action Against Hunger. “His experience guiding complex organizations and driving sustainable growth will be invaluable as we continue to expand our impact and fight hunger worldwide.”

As a member of the Board, Mr. de Villeméjane will support Action Against Hunger’s strategic direction, governance, and mission to end hunger for good through innovative, sustainable solutions. His expertise will strengthen the organization’s continued excellence in operational effectiveness, helping Action Against Hunger reach over 26.5 million people a year across more than 55 countries.

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Action Against Hunger leads the global movement to end hunger. We innovate solutions, advocate for change, and reach 26.5 million people every year with proven hunger prevention and treatment programs. As a nonprofit that works across over 55 countries, our 8,500+ dedicated staff members partner with communities to address the root causes of hunger, including climate change, conflict, inequity, and emergencies. We strive to create a world free from hunger, for everyone, for good.

Webster Bank Celebrates Eight Businesses Creating Economic Vitality

Webster Bank — Thu, 07 May 2026 10:00:00 -0400

STAMFORD, Conn., May 7, 2026 /3BL/ - Webster Bank provided $25,000 in grants during National Small Business Week, recognizing eight small businesses across its footprint.

Winners of Webster’s First National Small Business Week Contest were selected from a competitive pool of eligible small businesses across Connecticut, New York, Massachusetts, and Rhode Island with annual revenues of under $1 million and fewer than 100 employees.

“Small businesses are essential to the economic health and well-being of the communities we serve,” said Marissa Weidner, Chief Corporate Responsibility Officer, Webster Bank. “These winners are recognized for their resilience, innovation, and local commitment. We’re proud to celebrate their impact and help fuel their continued growth.”

“The winners plan to use the grants in a variety of practical ways, from hiring staff and expanding operations to investing in equipment and new services,” said Therest Billouin‑Roberts, Market President, Small Business Banking, Webster Bank. “Through funding, guidance and opportunities like our Small Business Week contest, we’re reinforcing and putting into action our commitment to community growth and economic empowerment.”

2026 Webster Bank Small Business Contest Winners:

First Place Winner — $10,000

CT Health Advocate LLC, Glastonbury, Conn., is an independent elder care advocacy and healthcare navigation service supporting older adults and their caregivers.

Second Place Winners — $5,000 each

Shari's Tea, Long Island City, N.Y., is a specialty tea business that creates custom loose‑leaf blends and travel‑friendly tea products.
Silk City Coffee - Willimantic (SCC EAST, LLC), Willimantic, Conn., is an independently owned specialty coffee shop and roastery offering freshly roasted coffee, espresso drinks, teas, and homemade baked goods and light meals.

Third Place Winners — $1,000 each

Aikido New London County, LLC, Waterford, Conn., is a martial arts school offering instruction in Aikido, a Japanese discipline focused on self‑defense, balance, and personal development.
Alasa Media, LLC, Manchester, Conn., is a media and publishing company focused on creating wholesome, family‑friendly books and entertainment.
Charhause Gluten Free Microbakery & Café, Bolton, Conn., is a dedicated gluten‑free bakery and café specializing in small‑batch baked goods, breakfast and lunch items, and specialty coffee.
JJ Creative Ventures, Brooklyn, N.Y., is an educational consultant that provides programs, training services and other curriculum to help kids and adults learn socio-emotional skills.
VeegMyEats, Hartford, Conn., is a vegan bakery specializing in plant‑based desserts such as cupcakes, cookies, and cheesecakes in a wide variety of flavors.

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About Webster

Webster Bank (“Webster”) is a leading commercial bank in the Northeast that provides a wide range of digital and traditional financial solutions across three differentiated lines of business: Commercial Banking, Consumer Banking and Healthcare Financial Services, one of the country's largest providers of employee benefits and administration of medical insurance claim settlements solutions. Headquartered in Stamford, Conn., Webster is a values-driven organization with more than $80 billion in assets. Its core footprint spans the northeastern U.S. from New York to Massachusetts, with certain businesses operating in extended geographies. Webster Bank is a member of the FDIC and an equal housing lender. For more information about Webster, including past press releases and the latest annual report, visit the Webster website at www.websterbank.com.

Media Contact:
Janette Baxter, 203-232-5112
jbaxter@websterbank.com

Investing in the Agri-Food Transition: Climate-Aligned, Water-Resilient Strategies that Create Value for Investors and Nature

NatureVest — Thu, 07 May 2026 09:55:00 -0400

What’s happening across the world’s premium food‑producing regions isn’t a gradual shift that investors and asset managers can afford to ignore. It’s an accelerating agri-food transition that is rewriting the sector’s fundamentals, from land quality to water security to market stability. Across geographies, converging signals highlight the need for an immediate shift toward agricultural markets aligned with thriving natural systems. This transition creates both urgent needs and exciting opportunities for private capital participation.

It is increasingly understood that biodiversity loss is a systemic economic risk that is already disrupting supply chains and financial stability in the food system. More than half of global GDP rests on ecosystem services now in decline. News coverage from 2023-2025 highlighted volatile climate events that contributed to more than 140 instances of crop destruction worldwide. In response, governments are making historic commitments to mobilize capital to reverse biodiversity loss.

This agri-food transition is not theoretical for those of us working inside it. Through the RRG Sustainable Water Impact Fund (SWIF, the Fund), a $1B diversified, non-concessionary real assets platform, we see daily how these realities are reshaping both agricultural and ecological systems and the capital flows that depend on them.

Launched in 2019, SWIF is a collaboration between RRG Capital Management (RRG) and The Nature Conservancy (TNC), spearheaded at TNC by its impact investing team, NatureVest. SWIF aims to demonstrate how private capital can be successfully deployed to better manage land and water for people and nature.

SWIF uses a diversified strategy to create multi-layered value and measurable impact in premium agricultural regions by investing in business plans that aim to transition land and water assets from increasingly non-viable practices toward more resilient, water‑secure, climate‑adaptive uses.

Read the full article to learn more about the realities reshaping high-value crop regions, and what designing and managing a fund for the Agri-food Transition looks like in practice.

This article was originally published by GreenMoney in their May 2026 issue on 'Investing in Regenerative Ag and Food"

How Georgia Businesses Are Tackling Scope 3 Emissions To Strengthen Their Supply Chains

Ray C. Anderson Foundation — Thu, 07 May 2026 09:40:00 -0400

For many Georgia businesses, sustainability starts inside their own operations. But as more companies dig into their data, a clear pattern is emerging: the majority of emissions often sit outside their direct control, embedded in supply chains, materials, and partners. That is exactly what Jacob Yarbrough, senior sustainability manager at Creature Comforts Brewing Co., is working to address.

In our latest Drawdown Georgia Climate Digest video interview, host Eriqah Vincent sits down with Jacob to explore how one of Georgia’s leading craft breweries is taking a practical, business-minded approach to reducing emissions, with a growing focus on Scope 3.

LG Electronics Earns ‘Top 1%’ Sustainability Ranking From S&P Global for Third Year in a Row

LG Electronics USA — Thu, 07 May 2026 09:30:00 -0400

News Summary

LG Electronics achieved the “Top 1%” ranking in S&P Global’s 2026 Corporate Sustainability Assessment for the third straight year.
The company scored 77 out of 100 points, the highest in the Leisure Equipment & Products and Consumer Electronics industry categories.
The Dow Jones Sustainability World Index listed LG for the 14th consecutive year, the longest record for a Korean home appliance company.
Additional global ESG recognition includes an upgraded “AA” MSCI ESR Rating from Morgan Stanley Capital International and a “Platinum” rating from EcoVadis.

SEOUL, May 7, 2026 /3BL/ - LG Electronics has earned the “Top 1%” ranking in S&P Global’s Corporate Sustainability Assessment (CSA) for the third consecutive year, with a score of 77 out of 100.

LG achieved the highest marks in the CSA’s Leisure Equipment & Products and Consumer Electronics industry categories, reflecting the company’s commitment to responsible environmental, social and governance (ESG) management.

The ranking recognizes LG’s consistent performance across multiple criteria, including environmental policies, human rights, supply chain management and customer relations. LG also received high ratings in governance, reflecting its transparency and efforts to strengthen the independence of its board of directors.

S&P Global’s CSA provides a detailed evaluation of companies’ ESG performance. In the latest assessment, only 70 of 9,243 companies across 62 industries earned the “Top 1%” ranking. LG was one of only two Korean companies to receive the distinction.

LG has also been recognized by other respected global institutions:

The company was included in the Dow Jones Best-in-Class World Index for the 14th year in a row, underscoring LG’s sustained ESG leadership. This represents the longest index record for a Korean home appliance company and places LG among the top 10 percent for sustainability among the world’s 2,500 largest companies.
LG earned an upgraded “AA” MSCI ESR Rating from Morgan Stanley Capital International this year after five years at the “A” level.
The company also achieved a second consecutive “Platinum” rating from EcoVadis, a distinction reserved for the top 1 percent of companies in their industry category, and received a “Low” ESG Risk Rating from Sustainalytics.

As LG continues its commitment to sustainable management, it is working to transition all global business sites to 100 percent renewable energy by 2050, a goal that already has been achieved in the United States. To support a circular economy, LG is increasing its use of recycled plastics and developing paper-based cushioning materials as part of its plastic reduction initiatives.

The range of carbon reduction initiatives LG is pursuing includes voluntary certification for its high-efficiency heat pump technologies. The company is also strengthening corporate governance by enhancing the board’s independence and transparency through the appointment of a chairman from among its independent directors.

# # #

About LG Electronics Inc.
LG Electronics is a global innovator in technology and consumer electronics with a presence in almost every country and an international workforce of more than 75,000. LG’s four Companies – Home Appliance Solution, Media Entertainment Solution, Vehicle Solution and Eco Solution – combined for global revenue of over KRW 89 trillion in 2025. LG is a leading manufacturer of consumer and commercial products ranging from TVs, home appliances, air solutions, monitors, automotive components and solutions, and its premium LG SIGNATURE and intelligent LG ThinQ brands are familiar names world over. Visit www.LG.com/global/newsroom/ for the latest news.

About LG Electronics USA
Eleven-time ENERGY STAR® Partner of the Year LG Electronics USA Inc., based in Englewood Cliffs, N.J., is the North American subsidiary of LG Electronics Inc., a smart life solutions company with annual global revenues of more than $60 billion. In the United States, LG sells a wide range of innovative home appliances, home entertainment products, commercial displays, air conditioning systems and vehicle components. www.LG.com.

Media Contact:

LG Electronics North America
John I. Taylor
john.taylor@lge.com
+1 202 719 3490
www.LG.com

DP World Perspective: Why Brazil’s Port Investment Boom Is Reshaping Competitive Advantage

DP World — Thu, 07 May 2026 09:00:00 -0400

Brazil’s container port sector is entering a defining moment. In a recent article published by Container Management - “Brazil's Port Investment Boom: From Santos to Suape and Beyond”, a wave of more than R$9 billion in investment is unfolding across the country, reshaping not only capacity, but the structure of Brazil’s logistics landscape.

Investment surge reflects a deeper transformation driven by sustained trade growth and increasing pressure on existing infrastructure, accelerating investment across key port terminals, including:

Santos
Suape in northeastern Brazil
Porto Itapoá and Portonave in southern Brazil

At the same time, supply chains are becoming more distributed. The rise of alternative corridors is reducing reliance on a single dominant port and introducing greater flexibility across regions.

As Fabio Siccherino, CEO of DP World in Brazil, explains: “DP World sees the recent acceleration in Brazil's container volumes as part of a sustained long-term growth trend, underpinned by the strength and diversification of the country's export base, continued expansion in sectors such as agribusiness and cellulose, and deeper integration into global value chains."

From Port Infrastructure to Integrated Supply Chains

As investment accelerates in Brazil, the focus is expanding beyond terminal capacity to end-to-end logistics. At Santos, DP World’s R$1.6 billion expansion is strengthening both capacity and connectivity through:

Quay extensions
Yard expansion
Enhanced gate and landside infrastructure

More broadly, ports are evolving into integrated logistics hubs by connecting:

Inland transport networks
Warehousing capabilities
Freight forwarding solutions

Why It Matters: Competitiveness, Resilience and Sustainability

The implications extend beyond capacity. Greater geographic diversification is strengthening resilience and reducing dependency on a single gateway.

At the same time, increased competition is driving, higher efficiency and improved service standards.

Yet Santos remains central to this equation—and under increasing pressure. Throughput has reached record levels, with the port surpassing 5.5 million TEU and operating close to its limits, as existing terminals run above optimal utilisation levels.

Planned expansions could add roughly 2 million TEU of additional capacity, while the proposed STS10 project could contribute a further 3.25 million TEU. However, the timing, structure, and delivery of this new capacity remain under debate, raising questions about whether supply can keep pace with sustained demand growth.

Electrification is also emerging as a defining theme, positioning Brazil at the forefront of lower-emission port operations.

However, infrastructure by itself will not determine success. As Siccherino notes, “port capacity alone will not be sufficient to support this growth. Efficient road, rail and inland logistics networks are essential to ensure seamless cargo flows."

Explore the Full Analysis

As Brazil’s container sector continues to expand, the role of integrated logistics in enabling efficient, resilient, and scalable trade will only become more critical.

For a deeper look at how this investment cycle is reshaping the country’s competitive landscape, explore the full Container Management feature: “Brazil’s Port Investment Boom: From Santos to Suape and Beyond.”

Comcast Honors Texas Veterans With USS Kearsarge Ship Tour During Houston’s First Fleet Week

Comcast — Thu, 07 May 2026 09:00:00 -0400

As Houston marked a historic Texas-first by hosting Fleet Week, Comcast was proud to recognize the service and sacrifice of veterans through a special ship tour experience aboard the USS Kearsarge.

On April 20, Comcast welcomed 20 military veterans from across the Brazos Valley for a day centered on gratitude, connection, and shared experience. The visit took place during Fleet Week Houston 2026 and as part of the nation’s 250th anniversary celebration. It brought together veterans, active-duty service members, community leaders, and Comcast employees to honor a shared commitment to service.

A Day Focused on Recognition and Community

The day began with an honor flight-style sendoff at Veterans Memorial Park in College Station, where veterans were recognized by local leaders and members of Comcast’s Military & Veteran Affairs and Government & Community Affairs teams. The veterans, all members of American Legion Post 159 in Bryan, were honored with two certificates: a Certificate of Special Congressional Recognition from Congressman Michael McCaul, and a joint Certificate of Recognition from State Senator Charles Schwertner, State Representative Trey Wharton and State Representative Paul Dyson. Each veteran was also gifted a flag that was flown over the Texas State Capitol and a challenge coin.

From there, the group traveled by bus to The Honor Café in Conroe for lunch on Comcast. The café, a veteran-owned business, provides a welcoming space for conversation and reflection, highlighting the importance of supporting veteran-led organizations in local communities.

Later that afternoon, the veterans arrived at Bayport Terminal in Seabrook to board the USS Kearsarge. Led by U.S. Navy personnel, the guided tour gave participants an up-close look at the ship’s mission and daily operations, while offering moments to connect with active-duty Sailors and Marines.

“This is a really great opportunity to see the advancements in the military and to see those following behind us and carrying on the tradition,” said retired Chief Master Sergeant Shawn Jarnagin, a member of American Legion Post 159 and 30-year veteran of the U.S. Air Force.

A Lasting Commitment to Military Communities

Comcast’s participation in Fleet Week Houston reflects a longstanding commitment to military service members, veterans, and their families. Founded by a veteran, Comcast continues to support military communities through workforce initiatives, connectivity programs, and community partnerships nationwide.

The USS Kearsarge ship tour is one example of how Comcast works with local partners to create experiences that honor service and strengthen community connections.

“Experiences like this matter because they reconnect veterans to something that never really leaves them, the sense of camaraderie and pride in service,” said Mona Dexter, Vice President of Military & Veteran Affairs at Comcast. “Many of us at Comcast have lived that experience, and it shapes how we show up and serve military communities.”

Making History and Meaningful Moments During Fleet Week Houston

Fleet Week Houston marked the first time a Texas city hosted the week-long celebration, honoring more than 1,000 Sailors, Marines, and members of the U.S. Coast Guard. Throughout the week, the public connected with service members through ship tours, demonstrations, educational visits, and community service projects, creating a historic milestone for Houston and the state of Texas.

Comcast was proud to support Fleet Week Houston and help create meaningful moments for the veteran community. Experiences like touring the USS Kearsarge offer more than a look inside a Navy ship; they provide opportunities for reflection, connection and appreciation, reinforcing the enduring bonds of service.