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Business Journals
4 days ago
- Business
- Business Journals
Workforce development: Local experts address today's workforce challenges, opportunities
In Greater Cincinnati's growing regional economy, finding and retaining the employees skilled in handling the responsibilities of the workplace today, and agile enough to adapt to the challenges of tomorrow, is essential. Students and workers need education, training, employment services, and career development programs to prepare them for successful participation in the marketplace. To address these issues locally, the Cincinnati Business Courier convened a roundtable with representatives of two of the region's leading organizations in workforce development. Beth Yoke is executive director of the Workforce Council of Southwest Ohio, the not-for-profit organization that works with employers, workforce, government, education, labor unions, and community-based organizations to strengthen the regional workforce. Michelle Clare is the dean of University of Cincinnati's College of Cooperative Education and Professional Studies, which supports learners at any stage in their educational and professional growth and collaborates with university, industry, government and community partners to bridge the gap between academic achievement and career success. Greater Cincinnati faces four key workforce development challenges today, Clare said. Many workers, particularly those with lower education levels, lack the skills employers need. Transportation is an issue as jobs in the suburbs are often inaccessible for workers reliant on public transit. Talent retention is also an issue, as Cincinnati competes for skilled workers with other regions around the country. And employers need a diverse workforce with employees of varied skills and backgrounds. UC and the Workforce Council both play vital roles in addressing these challenges by shaping a resilient workforce and working to retain talent. UC's cooperative education program (co-op) connects local businesses with skilled students, fostering long-term employment. In the 2024-25 academic year, UC placed more than 3,000 students in Greater Cincinnati co-ops from programs that included design, engineering, IT, arts and sciences, and business. In addition, UC partners directly with companies that have a strong presence in the city—such as P&G, Kao, Kroger, and Great American Insurance Companies—through its 1819 Innovation Hub. Western & Southern and the UC 1819 Innovation Hub partnership bring the Accelerated Career Program directly to campus. This program gives UC students hands-on experience with a leading company while building a fast track to full-time employment. The Workforce Council convenes stakeholders to identify workforce needs and coordinates with local organizations to address those needs. It implements the region's allocation of Workforce Innovation and Opportunity Act (WIOA) dollars, which partially fund the OhioMeansJobs (OMJ) Cincinnati-Hamilton County Center. The center served more than 17,800 people at career fairs, workshops, orientations, and unemployment services. The OMJ Center leveraged $580,623 in WIOA training funds into $8.46 million in income for community members enrolled in the WIOA program. Greater Cincinnati's economic landscape is growing and shifting. Citing the latest Labor Market Review from the Ohio Department of Job and Family Services Bureau of Labor Market Information (April 2025), from April 2024 to April 2025, employment increased by 13,700, Yoke said. The goods-producing sector, which includes construction and manufacturing, increased by 7,300 jobs, she said. Education and health services also showed strong job gains. Clare said four sectors are seeing job growth and development in the region. Health care and biotech are being driven by innovation and an aging population, and Cincinnati is becoming a hub for medical research, technology and personalized medicine. Advanced manufacturing is evolving with smart manufacturing, automation, and robotics shaping the sector. The logistics and transportation sectors are benefiting from Cincinnati's strategic location and infrastructure. Data analytics, cybersecurity, and software development are booming. UC's 1819 Innovation Hub supports growth in these areas, serving as a launchpad for hands-on training, development and resources for new companies and inventions, she said. Yoke said the Workforce Council is also focusing on the $3.6 billion Brent Spence Bridge Corridor Project, which is expected to need up to 1,000 workers over the eight-year life of the project. At roughly the same time, the Western Hills Viaduct Replacement Project, a $398 million effort to build a new viaduct, will also require hundreds of workers. Work on both is anticipated to begin in 2026. She said the Workforce Council is positioned to work with local construction and construction-related organizations, businesses, business-related organizations and educational institutions to deliver a trained workforce for these projects and support local businesses likely to be impacted by them. Clare said UC can help prepare the workforce to meet these growth opportunities by collaborating with industry leaders to develop targeted training programs, creating certifications, apprenticeships, and upskilling pathways aligned with these sectors' needs. It also fosters STEM education and lifelong learning, promotes adaptability and soft skills by preparing workers with resilience, problem-solving, and communication skills. UC also strengthens industry-university partnerships through real-world applications in collaborative research, internships, and mentorship programs. The university points to its $10.6 billion economic impact on Cincinnati and the 98% of its students that are either employed or enrolled in continuing education after graduation as evidence of impact. Clare spotlighted what are expected to be the biggest workforce trends over the next decade. 'Artificial intelligence is poised to be a dominant force in reshaping the workforce,' she said. As the technology evolves rapidly, its impact on jobs will become increasingly significant. She recommended that employers stay informed and adaptable to AI's influence, and workers educate themselves about the technology to remain competitive. UC offers programs such as a Master of Engineering in AI and Artificial Intelligence in Business graduate certificate. Another major trend is the push to return to the office across industries, challenging the remote and hybrid work models embraced since 2020. She said a new generation of students is adept in both remote and in-person work environments and predicted they will have the agility to navigate shifts in workplace formats. She also cited a focus on soft skills and an emphasis on lifelong learning as workplace trends. 'Emotional intelligence, resilience, creativity, and problem-solving are as important as technical expertise, especially as the workforce makes major evolutionary leaps,' she said. Additionally, upskilling and reskilling are essential for workers to stay agile as industries shift. UC can serve these needs through its Skills@UC platform, she said. Quoting the Occupational Mobility Explorer, Yoke said the most in-demand job skills today are soft skills and social skills. A recent local report, Building Better Career Pathways in Hamilton County: Fostering Sustainable & Equitable Employment for People without Four-Year Degrees, came to the same conclusion, she said. Both agreed that digital literacy is essential to succeed in life, not just in careers. 'Effectively, efficiently, and ethically using digital tools and platforms is a foundational skill across nearly all professions,' Yoke said. However, nearly 12,000 households in Hamilton County lack broadband Internet access, she said. The OhioMeansJobs Center provides free access to computers, printers, and Wi-Fi, and OMJ Center staff are available to assist those who need help using these resources. Also, the Workforce Council collaborates with the Center to offer free workshops on topics like basic computer skills, how to create resumes, how to fill out an online application, virtual interviewing tips, and financial literacy. Clare said today's job market demands a blend of technical prowess and human-centered skills. The most critical include digital literacy, a comfort with digital tools, data analysis, cybersecurity basics, and emerging tech like AI; the ability to pivot quickly as industries evolve and new technologies emerge, a lifelong learning mindset; and creativity and innovation. While digital literacy is a foundational element in equipping workers for the job market, it should be paired with distinctly human skills that are irreplaceable by automation, Clare said. Workers should be encouraged to develop emotional intelligence, nurture meaningful relationships, and enhance their creativity to succeed in a world that is becoming more automated and interconnected. 'The most successful workers will be those who learn to blend technical expertise with these human-centric abilities,' she said. Both said local businesses can play roles in supporting workforce development initiatives. Yoke said local businesses can connect with the Business Services Team at the OhioMeansJobs Cincinnati-Hamilton County Center to learn about free and low-cost services from the county, federal, and state governments that are available to help them recruit, upskill, and retain their employees, Yoke said. The center offers free monthly career fairs and opportunities for training reimbursement for employers and also provides rapid-response activities that are flexible, business-focused, and designed to respond to layoffs and plant closures by coordinating and providing aid and services to businesses and their impacted employees. The Workforce Council's board of directors and committees include representatives of local businesses and educational institutions. 'Individuals who want to join us in this impactful work can contact me to learn about how to join a committee or serve on the board,' Yoke said. In addition, all Ohio school districts, and educational service centers have business advisory councils, locally focused partnerships that bring together education and business leaders to engage in dialogue, foster relationships, and identify strategies to help students prepare for careers. These councils can provide opportunities such as work-based learning experiences. Clare said local businesses can provide real-world opportunities by offering co-ops, apprenticeships, mentorships, and on-the-job training. They can also collaborate with educational institutions and workforce programs on curriculum and training to make sure they meet industry needs, stay engaged with workforce programs to share industry trends and skills needs, and encourage employee upskilling and reskilling so the workforce remains adaptable and competitive. 'Their leadership helps turn workforce development from an ideal into a tangible, collective success,' she said. UC's 1819 Innovation Hub amplifies this collaboration by serving as a co-creation space where companies, students, and faculty work together on research, innovation, and talent development, she said. Addressing the issue of racial equity and inclusion, Yoke said the Workforce Council contracts with the Cincinnati Youth Collaborative (CYC) to work with high school students facing barriers to graduation, providing career-readiness opportunities and wraparound support. Using the Jobs for Ohio Graduates model, the CYC keeps students in school and sets them up for success after high school, she said. Students in the program for the 2023-2024 school year achieved a 98% graduation rate. The Workforce Council also contracts with other local organizations to serve youth ages 14-24 who are neither in school nor working. They can receive life skills training, job training and credentials, work experiences, and wrap-around support. The OhioMeansJobs Center is available to everyone and also offers additional services for priority audiences: veterans and their spouses, individuals from low-income families, and individuals with barriers to employment. offers veterans special resources and access to jobs posted specifically for veterans. At UC, compensated career experiences are available to all students, including traditional students via the co-op programs, and nontraditional students via the Skills@UC program and online degrees. Skills@UC provides affordable, accessible noncredit courses for diverse learners. 'We believe that a strong workforce spans all education and economic levels,' Clare said. 'It also supports workers across all phases of their careers.' Funding sources are available for workforce training programs for both workers and employers. One of the best steps a job seeker can take is to complete the Free Application for Federal Student Aid, Yoke said. 'This will help students identify what federal and state funds are available for degree programs, certificate programs, and vocational and trade programs,' she said. Other funding and opportunities may include: WIOA-funded training for those who are eligible; the Ohio Individual Micro-credentialing Program (IMAP), which enables job seekers to earn free industry-recognized credentials in everything from construction to cybersecurity; and free offerings from the public library such Treehouse, LinkedIn Learning, and e-learning. The OMJ Center's Business Services Team can connect employers with state and federally funded opportunities, including TechCred, On-the-Job Training services, layoff-aversion services, and more. Clare said workers and employers should explore innovative, cost-effective ways to upskill, cross-skill, and reskill. 'At UC, we created Skills@UC to address this need, ensuring all workers have access to tailored skill development that aligns with their career goals,' she said. Organizations can also tap into funding sources such as federal and state workforce development grants, private foundation awards, and regional economic development partnerships to offset the costs associated with employee training. For example, collaborating with partners such as REDI Cincinnati enables access to development grants.
Business Journals
4 days ago
- Business
- Business Journals
Forum discussion: How employers and managers can negotiate a changing workplace
The workplace is changing all the time, but the pace recently seems to have accelerated. Employers are still dealing with a transition to remote work and how that plays out with employees and the office environment. And in recent months, the White House has issued executive orders concerning diversity, equity and inclusion initiatives that many companies have embraced. In addition, there have been changes to laws governing Social Security, 401k plans and other benefits. To sort it out, the Cincinnati Business Courier assembled a panel of legal, human resources, and benefits experts: Jennifer Walwyn Colvin, senior counsel, Calfee, Halter & Griswold LLP; Seth Priestle, partner, Pension Corporation of America; Andrea Whalen, senior human resources business strategist, Clark Schaefer Strategic HR. The forum, held May 15 at Union Hall in Over-the-Rhine, was moderated by Cincinnati Business Courier Market President and Publisher Jamie Smith. The panel kicked off with a question about legal compliance today, as laws and regulations appear to be shifting rapidly. Attorney Walwyn Colvin reminded the audience that the big federal employment statutes still exist. Those protect certain classes of workers under Title VII, the Americans with Disabilities Act, the Age Discrimination and Employment Act, and others. 'We should all still work to comply with those, regardless of what's happening with DEI and other actions by the administration,' she said. However, for federal contractors and subcontractors, the landscape has changed. For them, 'There is no longer an affirmative action obligation for anything except veterans as a protected class,' she said. The current administration has abandoned attempts to overturn the injunction that stalled the Federal Trade Commission's 2024 noncompete ban, she said, so at this point, state laws will govern noncompetes. That raised the question of laws governing people who work remotely in different states. 'The rules governing your employees will be based on where that employee is performing work, almost always,' Walwyn Colvin said. Smith then asked what is changing in human resources work. Whalen agreed that federal laws regarding employment still stand, but said, 'It's about respect anyway. It's about how can you create the most respectful environment without the chance of discrimination.' Many companies have instituted DEI policies and procedures in the last few years, which are now under attack. Every company that has a DEI policy should review it, Walwyn Colvin said. 'There is obviously still the opportunity for inclusion and creating diverse teams,' she said. 'What the current administration has prohibited is preferences and quotas.' Whalen said she has seen fear on the part of employers concerning their DEI policies. She advised, 'Let's see how we can work through and make sure that we're doing inclusion in ways that matter most to your team. A lot of it still applies.' Smith then turned to potential changes in corporate retirement plans. Priestle of PCA said SECURE Act 1.0 and 2.0 brought fairly significant changes. Some are still working their way through the system. But one, effective this year concerning catch-up contributions gives people ages 60 to 63 a greater ability to make those. Another coming down the road next year requires high earners to make catch-up contributions through a Roth after-tax basis. Another provision that created substantial tax credits for small businesses starting new retirement plans has resulted in an influx of new plans being created. Smith asked about retirement timing and how that may be affected. Priestle said changes in interest rates actually made it more beneficial for individuals covered by traditional pension plans to retire a year earlier in some cases. And the Social Security Fairness Act passed this year will affect those individuals with a public sector pension. 'It's a unique planning opportunity for teachers, cops, firefighters, and so on to make sure they're aware of it,' he said. Whalen said she sees a lot of people who don't want to retire because they've seen huge fluctuations in their 401k plans and are worried about Social Security benefits changing. She also hears from employees at retirement age, who want to continue working part-time. 'Think about great ways, interesting ways to keep those people who want to stay and be productive,' she advised employers and managers. A new administration has brought some new trends in employment regulations. Walwyn Colvin suggested that HR professionals review the company employee handbook with an eye to recent changes. She also suggested doing an audit of employment authorization forms or Forms I-9. 'With the immigration issues and raids, frankly, and deportations, we found that there are certain industries where, if you have not properly engaged in the I-9 process and ensured that the workers are authorized, it's possible you lose a significant portion of your workforce all at once.' Walwyn Colvin said she is also seeing more employment disputes coming based on reductions in force and misclassification claims. She suggested reviewing job descriptions to make sure that workers are properly classified as employees or independent contractors, and also whether employees are properly classified as exempt or nonexempt from overtime pay. Smith asked how important it is for multi-state corporate HR teams to work locally to make sure everything across the board is equal. 'It's really about consistency,' Whalen said. 'Job descriptions and the duties of what they're doing, and skills required should be pretty consistent.' Walwyn Colvin added that some states have different requirements related to who can be exempt. 'The state tests are often more restrictive than the federal tests under the Fair Labor Standards Act,' she said. The positions she sees misclassified most often include staff accountants, human resources generalists, and administrative assistants. From a legal perspective, it's preferable to have a signed job description that's accurate, Walwyn Colvin said. She also suggested retaining documents or reports that lead to changes in job descriptions. Whalen suggested that when changing a job description, make sure that the manager and the employee or incumbents in that role review the changes and sign off on them. Those new qualifications and job duties then need to be changed in the performance review system. Walwyn Colvin added that with remote workers, job descriptions can include cross-functional collaboration with individuals who are at the office location, and that can be included as an essential job function. 'You can then enforce it in a performance review,' she said. Smith brought up the needs and styles of different generations in the workforce. Whalen said most employers now have five generations in their workforces. 'The difference now is that there are smaller numbers coming in with Gen Z, so it's harder to find people,' she said. 'The different generations are being more vocal and more adamant about wanting a different lifestyle with work,' she said. Understanding generational differences and the talents of each and then adapting the culture will improve hiring and retention, she said. Walwyn Colvin remarked that younger generations generally need more feedback about their performance. 'It's the surprised employee that is more likely to sue,' she said. 'You have to be very clear and communicate about performance that is not satisfactory.' Priestle recommended looking at the entirety of the benefits package to make sure it's relevant to the types of employees you want to attract and retain. Whalen reminded the audience, 'The number one key benefit everyone still wants, no matter your generation, is pay.' But the desire for benefits such as financial counseling, retirement benefits, and time off may differ among generations. Turning to Priestle, Smith asked about retirement planning in this era. He responded saying that although traditional pensions are becoming a thing of the past, the workplace is still the primary means by which people save for retirement. Employers have flexibility to pick and choose different features within their retirement plans and reduce barriers for the type of employee population they have. How to communicate that plan to the workforce is another point to consider. He is also seeing financial planning as a workplace benefit. 'Offering comprehensive financial planning to your employees can be very beneficial in this, and, if done correctly, can run the gamut of your population.' The discussion turned from financial benefits to health and wellness, as Whalen said, she had changed her attitude about its importance during her career. 'It's critical,' she said. 'It's part of what employers should be doing.' That includes mental health too, she said. 'It's not just about providing some tips and wellness benefits,' she said. 'It's more about looking at the overall health of your culture, and the overall health and wellness, including mental health, of your employees.' About 75% of all employees often deal with mental health challenges, she said, citing a recent survey. Walwyn Colvin notes that mental health challenges can affect leave under the Family Medical Leave Act and under the Americans with Disabilities Act. Once an employee has a mental health challenge, the employer needs to consider if there are any functional limitations affecting performance of the job and, correspondingly, if accommodations might be appropriate, she said. She also cautioned employers that if a manager hears something from an employee that indicates a potential health issue, they should be trained to escalate it, 'don't just stay quiet and walk away, because your duty is triggered to engage in the interactive process.' Smith turned again to financial questions, asking Priestle how companies can design retirement plans that are attractive to employees but also financially sustainable for the organizations. Priestle noted that it is very beneficial to have employees who are financially healthy, as employees who are in financial straits will not be productive. 'There is a return on investment to the company from the standpoint of structuring retirement benefits,' he said. He suggested starting with a traditional 401k plan, then considering nonqualified plans that allow for more creativity about who you offer those to. These can be tied to job and company performance. An audience member asked about Generation Z. 'How do you advise trying to change that culture from the bottom up?' Whalen suggested trying to understand, or encouraging the organization to understand, the benefits that Gen Z brings, as well as the reasons behind their preferences. Forming cross-generational teams to do training also helps, she said. 'It boils down to just getting to know the person individually,' she said. 'Each generation has different unique qualities that they bring to the table, but each person has their own unique qualities too.' The conversation then turned to remote work and who is eligible for that as well as rules around the practice. Walwyn Colvin recommended making sure remote work decisions are very intentional and then creating standards around who is allowed to work remotely, and monitoring performance to expectations. 'Look at what standards and expectations can be set, including some that are quantitative, if possible, to make sure that performance can be managed even when an employee is remote' she said. Smith asked the experts for any final thoughts. Priestle said it is imperative that companies have an internal champion for financial wellness. 'They need that person in the organization to truly push the benefits and push the importance of them,' he said. Having that person internally to promote the programs increases their utilization substantially, he said. Whalen agreed, saying providing education about benefits, whether they are financial or concerning time off or mental health, will be helpful to both the employees and their company. Walwyn Colvin suggested that employers review policies to make sure they still serve the company and that they're accurate. Then, managers need to be trained on them. 'Your managers are going to be your first line, enforcing your policies and setting your culture,' she said. She recommended consulting with the company's legal counsel often, even if it's brief. She is seeing an uptick in litigation-demand letters. 'It seems like people are worried and nervous about the economy or other job prospects,' she said. Claims of discrimination and harassment are also up, she said. Walwyn Colvin advised making sure harassment policies are up to date and that they have reporting mechanisms that are useful and effective.
Business Journals
23-04-2025
- Business
- Business Journals
Drees to build 25 luxury homes at Miami Reserve in Loveland
By submitting your information you are agreeing to our Privacy Policy and User Agreement . Join the Cincinnati Business Courier to unlock even more insights! Drees Homes has acquired land in Miami Township, where a new 25-home luxury development is taking shape after years of planning. Story Highlights Drees Homes is developing 25 luxury homes in Miami Township. Home prices at Miami Reserve will start at $1 million. The project is expected to take 18 months to complete. Another Drees Homes housing development is coming to a Greater Cincinnati community. Fort Mitchell-based Drees is self-developing and building 25 home sites in Clermont County's Miami Township, located at 890 Wards Corner Road, to be known as Miami Reserve. GET TO KNOW YOUR CITY Find Local Events Near You Connect with a community of local professionals. Explore All Events Drees purchased the land in an off-market sale for $600,000. Each lot will stand at a half-acre or more. Mark Linger, Drees' senior land acquisition manager for Northern Kentucky and Cincinnati, said the homebuilder has been tracking this site, an existing small farm, for five to 10 years. 'This site was a target site for us,' Linger told me. 'We had reached out to them over the years, but they were never really ready to sell. When she was ready to sell and got a broker involved, they reached out independently about the property.' The property was already zoned, according to Linger. The site is located in the Loveland City School District. '(This is) a little infill community where there's not a lot of land but there's great schools. It's a great location,' Michael Conklin, division president for Cincinnati, said. Conklin said a 25-site community is on the smaller end for Drees, but that its return on investment is much greater when it can 'turn a community' quickly. The homes will range from 2,400 to 4,000 square feet. There will be about nine to 10 floor plans offered including many two-story plans and a few ranches. The development will be a higher-end product, according to Conklin, with high-end finishes, masonry exteriors and side-entry garages. Home prices are expected to start at $1 million and go up from there. 'Our product will be for all demographics,' Conklin said. '(It's) a community that has a lot of existing people who have lived there their whole lives, but they want to downsize. So they'll be looking at ranches.' Homes will have four to five bedrooms and two-and-a-half to four bathrooms. Conklin said there will be a homeowners association to maintain common areas. The project is expected to take about 18 months. Currently, the site is under development after a groundbreaking last week. Drees expects the development phase to take two to three months and for sales to start in late summer this year. Conklin said Miami Reserve will be similar to the homebuilder's Sycamore Woods development in Sycamore Township. Overall, Conklin and Linger said Drees is continuing to look up the Interstate 75 corridor for opportunity as growth continues. 'Dayton and Cincinnati continue to grow together,' Conklin said. Drees is also currently self-developing Tollhouse Farms, a 67-home community in Lebanon, with homes starting at $555,000.
Yahoo
17-04-2025
- Business
- Yahoo
Benchmark Gensuite Named Finalist in Cincinnati Business Courier's 2025 Fast 55 Awards
Global EHS & Sustainability Software Leader Recognized for Significant Revenue Growth Amid Increased Demand for AI-powered Tools CINCINNATI, April 17, 2025--(BUSINESS WIRE)--Benchmark Gensuite, an industry-leading Environmental Health and Safety (EHS) and sustainability platform provider, has been named a finalist in the Cincinnati Business Courier's 2025 Fast 55 Awards, which recognize the fastest-growing private companies in the Greater Cincinnati region. "Our growth is a direct result of the demand to deliver practical, forward-looking solutions that help businesses operate more safely, sustainably, and efficiently," said R. Mukund, Founder and CEO of Benchmark Gensuite. "We've seen firsthand how AI-powered tools are transforming the way companies manage EHS challenges, and we're proud to be at the forefront of that evolution by building technology that creates real-world impact for our customers and communities. With continued support from our customers, strong partnerships and our Gen AI forward investor, Vista Equity Partners, we're excited to keep building on this momentum, enabling more organizations worldwide to manage safety risk, ensure compliance and achieve their sustainability goals." The Fast 55 program honors companies that have achieved significant revenue growth over the past three fiscal years while meeting key criteria around size, location, and ownership. This latest recognition adds to a growing list of recent accolades for Benchmark Gensuite, including being named a 2025 USA Today Top Workplace and one of the 25 Largest Minority-Owned Businesses in Cincinnati. Together, these honors reflect the company's strong culture, inclusive leadership, and continued momentum. Benchmark Gensuite continues to expand its global footprint and product capabilities as organizations across industries seek scalable digital solutions to manage risk, protect worker safety, track sustainability performance, and meet evolving regulatory requirements. With a relationship-driven approach and a focus on continuous innovation, Benchmark Gensuite is leading the next era of growth in EHS and sustainability technology. The Cincinnati Business Courier will reveal the winners of its Fast 55 Awards at a ceremony on Tuesday, May 20th. The event will honor the region's fastest-growing companies, with top performers selected across five revenue categories. To learn more about Benchmark Gensuite, visit About Benchmark Gensuite Benchmark Gensuite® is a pioneer in AI for environmental health and safety (EHS) and enables companies to implement cross-functional digital systems for EHS and Sustainability Reporting through a unified digital platform—locally, globally, and across diverse operating profiles. With intuitive, best-practice-based process functionality, flexible configurations, and powerful extensions, the Benchmark Gensuite® platform has helped companies worldwide manage their EHS, Sustainability; Quality; Operational Risk and Compliance; Product Stewardship, and Supply Chain Risks for over two decades; and now organically integrated with cutting-edge ESG disclosure reporting and management solutions. Join over 3 million users that trust Benchmark Gensuite® with their EHS software system needs and benefit from rapid deployment and adoption, immediate return on investment (ROI), service excellence, and collaborative innovation. For more information, visit View source version on Contacts Media: Emma Nadeau benchmarkgensuite@ Sign in to access your portfolio
