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Iron Software Backs People Over Robots in Fight Against Ocean Plastic

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Iron Software funds river barrier targeting 200 tonnes of plastic recovery in Bangkok—and the formal jobs that make it work

CHICAGO, July 30, 2026 /PRNewswire/ — Iron Software today announced a partnership with Seven Clean Seas, funding the deployment and year-long operation of a river barrier in Bang Kachao, Thailand. The barrier is part of a system targeting 200 tonnes of plastic recovery this year—intercepting waste before it reaches the Gulf of Thailand.

The partnership reflects a deliberate choice: backing human-led infrastructure over technology-first solutions.

Why Rivers Matter

An estimated 70 percent of ocean plastic enters the sea through rivers. In Thailand, the Chao Phraya River—one of Southeast Asia’s major arteries—carries waste from hundreds of miles inland before discharging into the Gulf of Thailand. Communities along its length use plastic daily, and when it rains or winds pick up, that plastic washes into smaller waterways called klongs, which eventually feed the main river.

“If you draw a map of poverty and overlay it with a map of plastic leakage, the same places light up,” said Tom Peacock-Mayson, CEO of Seven Clean Seas. “The underlying problem driving plastic pollution is poverty. We can’t go into these communities with automated systems that don’t generate formal employment. We need to support people—less tech, more people.”

The Bang Kachao Project

Bang Kachao is a peninsula in the Chao Phraya River, often called Bangkok’s “green lung.” Unlike the developed concrete banks elsewhere along the river, Bang Kachao remains predominantly mangrove and forest across its six sub-districts. From satellite imagery, it appears as a pocket of green in an otherwise urban landscape—a popular escape for cyclists and day-trippers seeking respite from the city.

But that same geography makes it a focal point for plastic pollution.

The area’s network of klongs channels waste toward the river. Water gates at the end of these klongs hold back water during normal conditions, but when levels rise, the gates open—flushing accumulated plastic directly into the Chao Phraya. Meanwhile, Bang Kachao’s extensive mangroves act as a natural filter. At high tide, plastic floats over the tangled root systems. As the tide drops, the debris settles and becomes trapped in the interior, accumulating in dense, inaccessible areas that no machine can clean.

Iron Software’s funding will support the manufacturing, installation, and daily operation of a floating river barrier positioned on the interior side of a water gate within Bang Kachao’s klong system. The barrier is designed for year-round performance, including monsoon and high-flow conditions, intercepting plastic before it can escape into the main river.

Field teams employed by Seven Clean Seas will conduct daily operations: collecting material from the barrier, logging and weighing recoveries, and reporting data through the organisation’s Periscope transparency platform. A separate manual cleanup team—currently 20 people—works daily across Bang Kachao’s mangroves, retrieving plastic by hand from areas inaccessible to equipment.

Seven Clean Seas also operates the Hippo in the Chao Phraya itself—a 13-metre solar-powered catamaran with a two-metre conveyor belt that lifts plastic from the water as it floats downstream. The vessel uses floating booms to funnel debris toward its mouth, running entirely on solar energy with no hydrocarbons. Together, the klong barriers, mangrove teams, and river-based Hippo form an integrated system targeting plastic at multiple points before it reaches the ocean.

Formal Employment as Strategy

Seven Clean Seas employs 124 waste collectors formally—with long-term contracts, legal minimum wage, social security, holiday pay, and parental leave. Peacock-Mayson says he doesn’t know of another organisation in waste management that does this.

“These frontline workers are treated like white-collar workers,” he said. “When someone knows they’re going to get paid next week—even if they get sick or break their leg—they make long-term financial decisions. That’s what drives systemic change.”

The organisation hires locally, meaning collectors come from the same communities where they work. Peacock-Mayson describes this as a “positive feedback loop”: the community sees the cleanup happening, and employees become ambassadors for sustainability, transferring knowledge back to their neighbours.

From Debt to Business Owner

The impact of formal employment extends beyond stable wages. Nurati, a collector at Seven Clean Seas’ Indonesia project, had spent eight years in indebted labour before joining the organisation. Earning 280 percent more than she had in the informal sector, she cleared her debt within a year.

She didn’t stop there. She bought a freezer and started a micro-ice business. When that succeeded, she took out a loan and bought a fishing boat for her brother-in-law. What began as a cleaning job became the foundation for a small family enterprise.

“It’s these human stories that we struggle to capture,” Peacock-Mayson said. “But they’re the real outputs of just paying people properly. When someone knows they’ll be paid a meaningful amount, they make long-term financial decisions. That’s what drives systemic change—not just in the environment, but in people’s lives.”

Monks in Recycled Robes

The Bang Kachao project began with an unlikely partnership—and a closed-loop recycling system run by Buddhist monks.

Four years ago, Seven Clean Seas connected with Wat Chak Daeng, a Thai Buddhist temple on the peninsula’s southwest coast. The monks had already developed their own circular economy: collecting PET bottles from the local community, sending them for recycling into polyester, dyeing the material orange, and turning it into the robes they wear. The temple’s work earned them coverage in Forbes.

When Seven Clean Seas developed the Hippo and sought a location to deploy it in the Chao Phraya, the head monk saw an opportunity. Plastic pollution was accumulating outside the temple. He invited Seven Clean Seas to install the Hippo there.

“That partnership was actually our first MOU,” Peacock-Mayson said. “The monks have been doing this work for years. They’ve got a full recycling facility now. They’re aggregating waste from the local community, stopping it before it even gets into the environment, and selling recyclable material back into the industry. It’s phenomenal what they’ve built.”

That relationship became the foundation for the broader Bang Kachao project. Seven Clean Seas now holds memoranda of understanding with all six sub-districts of Bang Kachao, as well as Thailand’s Department of Marine and Coastal Resources.

“You can’t create environmental impact without the support of local communities,” Peacock-Mayson said. “You’ve got to work in lockstep with people.”

A Decade of Environmental Commitment

The Seven Clean Seas partnership is the latest in a series of environmental commitments from Iron Software. The company has donated more than USD 50,000 to environmental causes up to 2025, including contributions to TeamSeas and 1% for the Planet, alongside its ongoing EcoGrant program.

Iron Software operates a regional office in Thailand, making the Bang Kachao project a local partnership rather than a distant donation.

“This isn’t a one-off—it’s part of how we operate,” said Cameron Rimington, CEO of Iron Software. “We’ve supported different initiatives, volunteered, and we run an EcoGrant program. We’ve committed over $50,000 to environmental causes over the years. We have no plans to stop. As the company grows, these commitments grow with it.”

Rimington said the partnership’s emphasis on people resonated with how Iron Software thinks about its own work.

“We build developer tools, but we’ve never believed the technology does the work on its own,” he said. “Our customers—the developers and engineers who use our libraries—are the ones building brilliant things. We provide the tools, they provide the talent and creativity. Seven Clean Seas operates the same way. They’ve got river barriers and systems, but it’s the 124 people they employ who actually make the difference. That’s a philosophy we understand and wanted to support. Give people the right tools and systems and let them drive great things.”

Jacob Mellor, Chief Technology Officer at Iron Software, said the partnership stood out precisely because it wasn’t chasing technological novelty.

“There’s a tendency in the tech industry to fund solutions that look like us—drones, AI, robots,” Mellor said. “But when we looked at Seven Clean Seas, we saw an organisation putting people at the centre. That’s the whole point. Tech doesn’t solve problems. People do. We just try to give them better tools.”

Looking Ahead

Peacock-Mayson said the Bang Kachao project has recently expanded, with a new facility and a team of 20 people cleaning mangroves daily. Seven Clean Seas is seeking additional partners to help fund ongoing operations—ideally one partner for every tonne of the 200-tonne target.

“Seven Clean Seas can’t fix this problem alone, but with our partners we can make a dent—and more importantly, we can create a playbook for other organisations to follow,” he said. “We don’t hide anything about how we operate. We want people to replicate what we do. A thousand Seven Clean Seas would make a real difference.”

The grant was disbursed in March 2026. Impact reporting will be shared throughout the twelve-month term, and the partnership includes an opportunity for an Iron Software representative to visit the site.

Fast Facts

70% of ocean plastic enters through riversSeven Clean Seas employs 124 collectors with formal contracts, minimum wage, social security, and paid leaveBang Kachao’s mangroves act as Bangkok’s natural plastic filter—but can only be cleaned by hand2026 target: 200 tonnes of plastic recoveryIron Software environmental commitments to date: USD 50,000+

About Seven Clean Seas

Seven Clean Seas is a global environmental organisation focused on stopping marine plastic pollution at source. Operating across Southeast Asia, it combines river barriers, manual cleanup, and formal employment to deliver measurable impact in high-leakage waterways. The organisation employs 124 collectors formally and maintains transparent reporting through its Periscope platform.

About Iron Software

Iron Software is a global developer tools company providing libraries for document processing and data workflows. Headquartered in Chicago with regional offices including Thailand, the company builds products designed for performance, security, and long-term maintainability. Through its EcoGrant program and ongoing charitable commitments, Iron Software supports initiatives that prioritise practical, systemic environmental impact.

View original content:https://www.prnewswire.com/news-releases/iron-software-backs-people-over-robots-in-fight-against-ocean-plastic-302838872.html

SOURCE Iron Software

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Aktion Associates Climbs to No. 15 on Accounting Today’s 2026 VAR 100 List

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MAUMEE, Ohio, July 31, 2026 /CNW/ — Aktion Associates, Inc., a leading national software reseller and IT infrastructure provider, is proud to announce it has been named No. 15 on Accounting Today’s 2026 VAR 100 list, moving up one spot from No. 16 in 2025. The annual ranking recognizes the top value-added resellers (VARs) of accounting and ERP software in North America based on revenue and industry leadership.

Published annually by Accounting Today, the VAR 100 highlights the industry’s leading technology partners that help organizations select, implement, and optimize accounting and ERP solutions. The ranking recognizes firms that deliver deep product expertise while helping clients navigate evolving business challenges through consulting, implementation, support, and ongoing innovation.

“The Accounting Today recognition provides confirmation that as we approach our 50-year anniversary, our overall business strategy continues to evolve and remain relevant to the modern ERP needs of our clients,” said Scott Irwin, CEO of Aktion Associates. “Today’s organizations are looking for more than a software reseller, they’re looking for a strategic partner who can help them deliver transformation strategies, leverage AI responsibly, and maximize the return of their technology investments. We’re proud to partner with our clients throughout that journey and honored to be recognized among the industry’s leading solution providers.”

Aktion’s continued rise in the rankings reflects its ongoing investment in cloud ERP, advisory services, managed services, Data-Driven Strategy, and AI-enabled solutions that help organizations modernize operations, improve visibility, and achieve long-term business success.

This year’s VAR 100 highlights the growing demand for technology partners that deliver strategic guidance alongside software expertise. Aktion remains committed to helping organizations modernize with cloud ERP, managed services, AI-enabled solutions, and business consulting that drive measurable results.

Read more about the 2026 Accounting Today VAR 100 here:
https://www.accountingtoday.com/data/the-2026-var-100

To learn more about Aktion Associates, visit www.aktion.com.

About Aktion Associates
Aktion Associates is a North American leader in delivering software solutions, IT infrastructure, and managed services to industries including manufacturing, construction, distribution, and professional services. With a focus on empowering businesses through cutting-edge technology and dedicated customer support, Aktion is committed to helping its clients achieve sustainable growth.

 Find out more about the value of the Aktion team.

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SOURCE Aktion Associates, Inc.

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ueno bank reports strongest first half on record, driven by customer growth, corporate lending and strong international backing

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ASUNCIÓN, Paraguay, July 31, 2026 /PRNewswire/ — ueno bank closed the first half of 2026 with the strongest results in its history, supported by customer growth, corporate lending expansion and increased backing from international investors and development finance institutions.

ueno bank holds a full universal banking license in Paraguay and is the largest bank by number of customers, banking transactions, debit cards and credit cards. Since launching to the market in 2021, the bank has become an important contributor to the modernization, expansion and development of Paraguay’s financial system and has reinforced the role of the financial system in Paraguay’s economic and financial development.

During the first half, ueno bank’s customer base reached 2.94 million, consolidating its position as the largest bank by customers in Paraguay and reaching around 63% of the adult population. Since its launch, the bank has brought more than 1.2 million people into the formal financial system for the first time through ueno bank, expanding access to financial products and services across the country.

Also, during 2026 the bank completed a USD 350 million international bond issuance, the largest ever undertaken by a Paraguayan bank in international capital markets. It also secured USD 171 million in new credit facilities from development finance institutions. In addition, the bank increased its capital base by USD 88 million, with USD 46 million in capitalized earnings, USD 25 million in tier 2 bonds and USD 17 million in fresh capital injection from its strategic shareholder OTP Bank Plc.

These transactions included the Development Bank of Austria’s (OeEB) first investment in Paraguay: a USD 20 million credit facility aimed at expanding financing for micro, small and medium-sized enterprises, promoting women-led entrepreneurship and supporting sustainable finance.

Finance in Motion, through the eco.business Fund, also increased its investment in ueno bank to USD 20 million to support projects related to the green economy and sustainable development.

OTP Bank, one of Europe’s leading banking groups, increased its strategic investment in U Holdings, ueno bank’s parent company, to USD 47 million, further strengthening its position as one of U Holdings’ principal shareholders.

Collectively, these transactions strengthened the institution’s capital base and financial position, expanded its access to long-term funding and supported its continued growth.

ueno bank remains committed to advancing financial inclusion, supporting individuals and businesses, and contributing to Paraguay’s sustainable economic development.

Contact:

adriana.diaz@edelman.com

View original content:https://www.prnewswire.co.uk/news-releases/ueno-bank-reports-strongest-first-half-on-record-driven-by-customer-growth-corporate-lending-and-strong-international-backing-302840218.html

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University of Phoenix white paper introduces predictive framework for improving workforce engagement and wellness

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Author Dr. Jeffery Rhymes draws on organizational research and 2026 Career Optimism Index® findings to examine how alignment among workplace experience, employee perception and capability can shape trust, belonging and career optimism

PHOENIX, July 31, 2026 /PRNewswire/ — University of Phoenix has published a new white paper, “Aligning Experience and Perception: A Predictive Framework for Improving Workforce Engagement, Wellness, and Career Optimism,” by Jeffery Rhymes, DMgt, MBA, faculty in College of Doctoral Studies and fellow with the University’s Center for Organizational Wellness, Engagement, and Belonging (CO-WEB). In the paper, Rhymes introduces the Employee Experience Perception Alignment Model, a leadership framework proposing that workforce outcomes are influenced not only by the experiences organizations intend to create, but also by how employees interpret those experiences and assess their own capabilities.

The framework draws on organizational research and findings from the 2025 and 2026 Career Optimism Index® studies to examine a growing workforce challenge: Employees’ capabilities, confidence and expectations may be evolving faster than the organizational systems designed to support them. The 2025 study found that 51% of employees reported burnout and 43% lacked access to development opportunities, even as 86% actively sought opportunities to grow. The 2026 findings indicate that artificial intelligence is adding a new dimension to this gap, with 75% of employees reporting increased confidence and 66% reporting greater control over their careers because of AI adoption.

“Organizations can design thoughtful programs, policies and employee experiences, but their impact ultimately depends on how employees interpret them,” said Rhymes. “As artificial intelligence expands employees’ capabilities, confidence and expectations, leaders need to understand whether organizational intent, employee perception and workforce capability are moving in the same direction. Treating that alignment as a leading indicator can help organizations identify risks to trust, wellness, belonging and engagement before they become more difficult to address.” 

How the Employee Experience Perception Alignment Model works

The model integrates concepts from social exchange theory, employee engagement research, organizational justice, sensemaking and self-efficacy. It organizes workforce alignment around four interconnected elements:

Organizational experience: The actions, systems and experiences an organization intends to provideEmployee perception: How employees interpret organizational actions through leadership behavior, communication, context and prior experienceEmployee capability: Employees’ perceived control, skill development and adaptability, including their ability to use emerging technologies such as AIEmployee outcomes: Engagement, organizational trust, workplace wellness, belonging and career optimism

The paper proposes that alignment among organizational experience, employee perception and capability can serve as a leading indicator of workforce outcomes. Higher alignment may support stronger trust, engagement, wellness, belonging and career optimism, while lower alignment may signal disengagement, cultural friction, reduced trust and increased turnover intent.

Artificial intelligence is reshaping employee capability and expectations

According to the paper, AI is no longer functioning only as a productivity tool. Employees are also using emerging technologies to develop skills, increase autonomy and navigate career decisions more independently. As their capabilities expand, employees may evaluate workplace systems differently, comparing the development opportunities available within their organizations with possibilities outside them.

This creates a new form of workforce misalignment. Employees may remain in their roles for stability while simultaneously preparing for career mobility, making engagement increasingly conditional rather than committed. Organizations that continue investing in employee experience without accounting for changing employee capabilities and expectations may struggle to achieve consistent outcomes.

Workforce data highlights potential alignment gaps

The paper draws on findings from the Career Optimism Index studies to illustrate the urgency of improving alignment between organizational systems and employee needs:

51% of employees reported experiencing burnout43% lacked access to professional development opportunities86% were actively seeking opportunities to develop new skills21% reported a decline in their sense of career control75% reported greater confidence because of AI adoption66% reported greater control over their careers because of AI adoption

Together, the findings suggest that organizations face both an experience gap and a pace gap: Employees want opportunities to grow, and AI may be accelerating their capabilities and expectations more quickly than workplace systems can adapt.

Five actions leaders can take to improve workforce alignment

Rhymes identifies five practical actions organizations can take to better understand and address potential alignment gaps:

Conduct perception and capability audits. Regularly assess how employees interpret workplace experiences and whether organizational systems support their evolving skills and capabilities.Implement real-time feedback mechanisms. Use ongoing communication, employee voice and feedback systems to identify emerging concerns before they negatively affect engagement, trust or wellness.Prioritize internal mobility and development pathways. Create clear opportunities for employees to build skills, pursue growth and envision a future within the organization.Align leadership behavior with organizational messaging. Ensure that leadership decisions and behaviors consistently reflect stated organizational values and commitments.Treat perception and capability as leading indicators. Evaluate employee perceptions and capabilities alongside traditional workforce measures to gain an earlier view of organizational health.

The paper also encourages organizations to integrate AI into workforce strategy, foster psychological safety and better align talent acquisition, talent management and talent development systems.

About the author

Rhymes serves as doctoral faculty at the University of Phoenix College of Doctoral Studies and is a Fellow-in-Residence of CO-WEB. As an organization and technology operational readiness leader with over 20 years of consulting experience, he specializes in enhancing employee experiences, leading high-performing teams, driving strategic talent management initiatives and making complex concepts accessible through clear and engaging communication. Rhymes earned his Doctorate in Management and MBA from University of Phoenix, and a bachelor’s in computer science from Southern University and A&M College.

The full white paper is available on the University of Phoenix Research Hub.

About University of Phoenix
University of Phoenix is Built for Real Life. 50 Years Strong. The University innovates to help working adults enhance their careers and develop skills in a rapidly changing world through flexible online learning, relevant courses, academic AI pillars, and skills-mapped curriculum for associate, bachelor’s and master’s degree programs. Active students and alumni have access to Career Services for Life® resources including career guidance and tools. For more information, visit phoenix.edu.

About the College of Doctoral Studies
University of Phoenix’s College of Doctoral Studies focuses on today’s challenging business and organizational needs, from addressing critical social issues to developing solutions to accelerate community building and industry growth. The College’s research program is built around the Scholar, Practitioner, Leader Model which puts students in the center of the Doctoral Education Ecosystem® with experts, resources and tools to help prepare them to be a leader in their organization, industry and community. Through this program, students and researchers work with organizations to conduct research that can be applied in the workplace in real time.

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