51�Թ���

Global nuclear operational capacity will increase more than 100% in the next 25 years, according to new ���������𳦳پ��DzԲ�.

What’s going on: “For the fifth year in a row, the [IAEA] has revised up its projections for the expansion of nuclear power, as global momentum continues to build behind this clean and secure source of energy.”

• By 2050, capacity will reach 2.6 times its 2024 level, “with small modular reactors (SMRs) expected to play a pivotal role in this expansion.”
• The projections—which include all “operating reactors, possible license renewals, planned shutdowns, power uprates to increase output levels and plausible and ongoing construction projects foreseen for the next few decades”— are included in the IAEA’s annual report,��released earlier this month at the��69th IAEA General Conference��in Vienna.

The current state: By the end of last year, there were 417 nuclear power reactors in operation worldwide, with a capacity of 377 gigawatts electric.

• In the low-case projection, nuclear electrical-generating capacity is expected to increase to 992 GW(e), while in the high-case projection, it’s slated to go up to 561 GW(e).

Why it’s important: “As a clean, safe and abundant energy source, nuclear is a key piece of the successful all-of-the-above strategy the U.S. needs to meet growing energy demand that will power growth in domestic advanced manufacturing,” said 51�Թ��� Director of Energy and Resources Policy Michael Davin.

Real GDP grew at an annual rate of 3.8% in the second quarter, according to the third and last released by the Bureau of Economic Analysis. This represents a 0.5 percentage point increase from the second estimate of 3.3% and 0.8 percentage point jump from the first estimate of 3.0%.

• Meanwhile, the revised estimate for the first quarter showed real GDP decreased 0.6%, down 0.1 percentage point from the previous estimate of -0.5%.

What’s behind it: The upward revision of GDP in Q2 primarily reflects higher consumer spending.

• “Real final sales to private domestic purchasers, the sum of consumer spending and gross private fixed investment, increased 2.9% in the second quarter, revised up 1.0 percentage point from the previous estimate,” the BEA reported.

What it means for manufacturers: “The upward revisions to consumer spending and business investment in the second quarter are positive signs, given that manufacturers’ optimism and every forecasted metric in the latest increased notably in the third quarter,” said 51�Թ��� Chief Economist Victoria Bloom.

• “Although investment in equipment picked up, spending on structures, which represent factories and infrastructure, contracted 7.5% in the second quarter amid an environment of heightened uncertainty.”

Traditional energy exploration and production in the U.S. declined slightly in the third quarter, as oil and gas executives reported rising concern about tariffs and trade uncertainty—and decreasing optimism about the state of the industry (, subscription).

What’s going on: ������released today by the Federal Reserve Bank of Dallas quotes industry executives who pointed to concerns about various administration policies, from tariffs to energy.

• The survey of 139 energy-firm executives in northern Louisiana, Texas and southern New Mexico found that oil companies were drilling less as the administration’s 15% tariff on imported steel required for oil-and-gas infrastructure continued.
• The survey’s company index also slipped, from -6.4 in Q2 to -17.6.

Why it’s important: “Oil executives told the Dallas Fed earlier this year that Trump’s push to lower fuel prices, which lessens the economic incentive for producers to drill, was incompatible with his stated desire to increase production.”

• Tariffs on many imported goods have increased the cost of drilling “at a time when producers are struggling with an oversupplied market, sluggish demand and weak prices.”

What they’re saying: “Tariffs are increasing our supply costs,” said one oil-and-gas support services firm executive.

• “The administration is pushing for $40 per barrel crude oil, and with tariffs on foreign tubular goods, [input] prices are up, and drilling is going to disappear,” an exploration and production company leader said in his survey response. “The oil industry is once again going to lose valuable employees.”
• Said another: “The uncertainty from the administration’s policies has put a damper on all investment in the oilpatch.��Those who can are running for the exits.”

“Addressing access to critical minerals must be a top priority for the Department of the Interior to increase manufacturing productivity, lower energy costs, spur greater domestic refining, drive new product development and strengthen our global competitiveness,” the 51�Թ��� the department this week.

What’s going on: The 51�Թ��� filed comments this week on the U.S. Geological Survey’s draft 2025 Critical Minerals List, commending the agency for adding copper and potash while urging further action in designating key materials that underpin manufacturing in America.

Why it matters: Manufacturers rely heavily on critical materials and minerals to make a wide array of products.

• These include aircraft and defense systems, automotive parts and vehicles, electric grid components and other energy technologies, robotics and industrial automation, personal electronics and more.

The win: The 51�Թ��� has long advocated the addition of copper to the USGS list, calling this action a clear win for manufacturers.����

• “Without a robust copper supply chain in the short and medium terms, manufacturing in America will not be able to reach its potential,” the 51�Թ��� said.
• Additions of potash, silicon, silver, lead and rhenium are also welcome—as these minerals are critical to unleashing domestic energy dominance and reducing our reliance on imports of essential materials.

The minerals: “Manufacturers rely on a sustainable and reliable supply chain of the critical minerals that are listed within the USGS’s Critical Minerals List,” the 51�Թ��� said.

• Aluminum plays a vital role in helping the U.S. meet its surging demand for energy, which is driven by data center growth and increased electrification. The 51�Թ��� emphasized that aluminum is “a key input in energy storage technologies, transmission, transformers and commercial and residential wiring, all of which will be critical to this administration’s strategy to power American energy dominance.”
• Lithium is also critical to energy and national security in the U.S. “The 51�Թ��� supports maintaining lithium on the USGS Critical Minerals List and would urge continued engagement with the industry to understand the implications of disruption to or negligence of lithium supply chains,” the 51�Թ��� said.

But also: The 51�Թ��� urged the USGS to go further by adding phosphate rock, boron, molybdenum, tellurium, arsenic and electrical steel to ensure the Trump administration can respond to the immediate needs of the country as they arise.

Need for alignment: The 51�Թ��� emphasized the need for alignment with the Department of Energy’s list to eliminate confusion and ensure consistent access to federal programs. It the administration last month when DOI announced the additions of copper and potash to its list.

• “While the proposed action to update the USGS list will indeed bring the two lists into greater alignment, further actions can be taken to ensure all minerals and materials designated by either DOI or DOE will have the same supply chain protections, incentives and streamlined permitting,” the 51�Թ��� said.
• These further actions include coordinating and data sharing to mitigate confusion, as well as working with Congress to issue a Statement of Administration Policy in support of the Mineral Consistency Act, which would eliminate the disparities between the two lists.

What’s next: As part of the administration’s goals to expand manufacturing capacity in the U.S., the 51�Թ���’s comments will help shape how the government secures critical mineral supply chains for years to come.

Christina Keller’s path into manufacturing began away from the factory floor.

She studied abroad in Costa Rica and Chile, taught microbusiness classes for young��women in Peru, graduated from high school in Switzerland, consulted for global firms��after business school and worked for a nonprofit that provides solar energy to��impoverished communities in Africa.

From early opportunities that sparked her passion for building teams to leadership roles where she has driven strategy and culture, Christina has navigated every stage of her career with an openness to growth and reinvention. Along the way, Christina drew inspiration from leaders like Oprah Winfrey, whom she had the opportunity to interview as chair of the Economic Club of Grand Rapids. Examples of resilience and authenticity left a lasting mark on how Christina approaches��her own leadership style.

That journey has brought her to the helm of her company today, where as CEO of����she is leading with a vision of innovation and community good.

In the latest installment of the 51�Թ���’s “Forge Your Path” series, Christina talks about��how trust fuels innovation, why she believes in “taking those who are most ready” and��how Cascade’s triple bottom line—people, planet and profit—continues to drive lasting��change.

Q: What is one lesson or insight you’ve gained in leadership that you haven’t��widely shared before but that has been a key part of your and/or your company’s��success?

���������پ��Բ�:��“One lesson I haven’t shared widely is that real innovation starts with trust—trust that every voice has value. At Cascade Engineering, I realized that when people feel safe to share ideas, even small operational suggestions, we uncover��transformational solutions.

For example, some of our biggest advances—;��; the first all-plastic��chair (Equa for Herman Miller); and the first all-plastic vehicle (Chrysler Concept��Vehicle)—came from individuals within our organization and our partners who have felt��comfortable enough to share ideas. This is one of my roles as a leader: I spend time cultivating systems where ideas can��flow freely. It’s reinforced for me that the idea of collective thriving isn’t just a��philosophy; it’s a leadership strategy that unlocks innovation at every level.”

Q: Can you share a quote or mantra that defines your approach to leadership?

Christina: “‘Take those who are most ready.’ If one person, one team or one community thrives and models collective thriving, it lifts up everyone around them and then creates��pathways where other people can follow. This shapes how I make decisions, whether it��is investing in physical artificial intelligence to lighten repetitive work, or�� people through the Source, which helps overcome barriers to housing, child care and��transportation. I see leadership as not a zero-sum game but as a multiplier. When we help one group��thrive, it sparks growth and resilience across the whole system. And to get there, you��start with those who are most ready and pour into them.”

Q: What accomplishments at your organization are you the proudest of and why?

���������پ��Բ�:��“As a triple bottom-line organization, I often think along the lines of people,��planet and profit. So from a people perspective, I am most proud of our work with��helping to establish the Source, which has helped nearly 600 employees overcome��more than 1,800 barriers to employment and demonstrating how businesses can��directly improve lives. In our community, we have collectively�� the recidivism rate, and the BBC�� our work.

From a planet perspective, I am proud of our decades of being zero waste to landfill��and our����from the Institute of Scrap Recycling Industries for our EcoCart, which��uses post-consumer curbside bulky rigids in addition to taking back post-consumer��trash containers from the field.

From a profit standpoint, I am most proud of our innovative products and our use of��physical AI to build out our automation and layer on a rich history of product innovation��that includes the first all-plastic chair, the first all-plastic vehicle, all of the bumpers, grills and chassis skirts for the heavy truck industry in North America and the premier waste-collection product——which fits 40% more on a truck than others in the��industry.”

Q: Where do you see your company in the next 5–10 years, and what are you��hoping to achieve?

���������پ��Բ�:��“I see Cascade Engineering as a leader in collective thriving, circular��economy and physical AI. We will be a factory of the future, modeling what sustainable��manufacturing can look like globally. We will be leaders in physical AI, utilizing��automation and robotics not just to reduce costs, but to create safer, more human-centered jobs and to expand on our innovative creativity.

We will also expand our diversified portfolio of circular economy products, such as��containers, flood barriers and medical solutions, and tackle real environmental and��community challenges. Most importantly, we will continue to demonstrate collective��thriving—business success, employee well-being and community growth are mutually��reinforcing. My hope is that others in manufacturing will follow, accelerating an industrial movement toward sustainability and dignity at scale.”

Q: What are the past three books that you’ve read that you would recommend to��your peers and why?

���������پ��Բ�:��“One that I recommend is ‘The Circular Economy Handbook’ by Peter Lacy,��Jessica Long and Wesley Spindler. It’s a practical and strategic guide to embedding��circular economy principles in business. It’s enhanced in my mind the importance of life-cycle thinking as we consider the design of products. It also echoes what we did with��EcoCart—making carts from recycled carts—and inspired me to think about how we��can scale circularity across industries.

Another book is ‘How Minds Change’ by David McRaney. This book offers insights into��persuasion, psychology and how people shift their beliefs. As leaders navigating��innovation, sustainability and culture change, it reinforced for me that transformation��isn’t only about new technology; it’s also about helping people move through the chance curve with dignity and understanding.

I’d also recommend ‘The Coming Wave’ by Mustafa Suleyman. It’s a compelling��exploration of how AI and emerging technologies will reshape society. It sharpened my��conviction that physical AI, when applied with foresight and responsibility, can create��safer, smarter and more sustainable manufacturing.

Together, these books cover the essential themes that I continue to explore and I see��as key areas for manufacturing leadership: circular economy, collective thriving and��physical AI.”

Is your company involved in a groundbreaking project using digital tech to elevate operations, boost performance or generally change the face of modern manufacturing? What about an inspirational coworker passionate about the manufacturing industry? If so, you’re in luck: Nominations for the 2026 are now open through Jan. 16.

What’s going on: The honors—given by the Manufacturing Leadership Council, the 51�Թ���’s digital transformation arm—recognize the very best in digital manufacturing innovation at both the individual and company levels.

• This year, awards are given out in 11 categories. Nine are for projects and two are for individuals.
• In June, the MLC honored the with its annual Marco Island, Florida, gala and ceremony.

But don’t take it from us … What are the characteristics of an MLC award winner? Merck Senior Vice President of Digital Manufacturing and Chief Digital and Technology Officer Besu Alemayehu —this year’s winner of the organization’s top individual honor, the Manufacturing Leader of the Year—sets an excellent example.

• Called a “visionary influence,” “master of collaboration” and “prominent role model to young professionals” by his colleagues in nominations for the awards, Alemayehu, who was recognized for his leadership in digital projects that have boosted business value and for his partnership with Merck leaders nationwide, is truly passionate about his work in biopharmaceutical manufacturing.
• He saw firsthand during his upbringing in Ethiopia “the challenges of a society lacking basic health care,” according to 51�Թ��� President and CEO Jay Timmons, who introduced Alemayehu at the June gala.
• “When I joined Merck back in 2021, I was tasked with building a leadership team that combined the highest excellence and level of expertise in digital and manufacturing,” Alemayehu told the crowd during his award acceptance speech. “Together, we’re driving a digital transformation that enhances not only our operations, but also how we think about the operations, how we think about our daily work.”

Who can nominate: Anyone can submit a name or project for consideration.
��
Who (and what) they’re looking for: If you know of an outstanding manufacturing team member or initiative that utilizes digital technology, it’s likely there’s a fitting award category for nomination. See for more information on each one and for a complete list of rules.

Have questions? Email��the MLC awards team.

Carbon dioxide emissions decreased in every state in the U.S. between 2005 and 2023, according to recently released from the U.S. Energy Information Administration.

What’s going on: Per capita emissions from primary energy consumption declined in those 18 years, and total energy-related carbon dioxide emissions in the U.S. fell 20%.

• Meanwhile, the U.S. population grew 14% in that time, “leading to a 30% decrease in per capita [carbon dioxide] emissions.”

Why it happened:��“[E]missions across the country primarily declined because less coal was burned in the electric power sector. Increased electricity generation from natural gas, which releases about half as many [carbon dioxide] emissions per unit of energy when combusted as coal, and from non-[carbon dioxide]-emitting wind and solar generation offset the decrease in coal generation.”

Zoom in: Maryland led the U.S. in the decline, with a 49% drop, followed by Washington, D.C. (-48%), Georgia (-45%), Delaware (-43%) and��North Carolina (-42%).

Flashback: When Congress passed the 2016 Lautenberg Amendments to the��Toxic Substances Control Act, one of the biggest shifts was requiring the Environmental Protection Agency to create a systematic process for reviewing existing chemicals.

How it works: The process unfolds in three steps—prioritization, risk evaluation and risk management. Risk evaluation is the cornerstone, where the EPA decides whether a chemical poses an “unreasonable risk.” Those findings set the stage for any new rules manufacturers will face.

Why it matters: The 51�Թ��� has long urged that risk evaluations should have an appropriately focused scope, recognize and consider the workplace protections manufacturers implement and be grounded in sound, data-driven science.

• The Biden administration took a different track—dramatically expanding the scope of risk evaluations while blocking consideration of workplace safety controls. These framework changes produced sprawling, thousand-page analyses that are unnecessarily confusing, unrealistic and detached from how chemicals are actually used.
• The result: The result was de facto bans on chemistries essential to existing manufacturing processes and disregard for manufacturers’ commitment to safety and compliance with other safety standards.

What we’re saying: The 51�Թ��� has been at the forefront of this effort over the past two years.

• In letters to the transition team last and to the EPA in , the 51�Թ��� pressed the administration to “pause and reconsider” risk evaluations, pointing to flawed data quality and poor assumptions in reviews of formaldehyde and 1,3-butadiene.
• “The EPA [has] reli[ed] on assumptions and shortcuts, which is leading to confusion, duplication and overregulation,” the 51�Թ��� in December to the transition team.
• The 51�Թ��� has a functional TSCA program is vital to manufacturers’ ability to compete in a global economy. “The 51�Թ��� appreciates EPA Administrator [Lee] Zeldin for taking action to right-size and bring common sense to the��risk evaluation procedure,” said 51�Թ��� Director of Chemicals, Materials and Sustainability Policy Reagan Giesenschlag.

What’s next: The proposed framework rule is published in the Federal Register, with comments due by Friday, Nov. 7. Members are invited to share feedback with the 51�Թ��� by Oct. 3 to inform comments.

The Warehouse Worker Protection Act would have adverse effects for the U.S. economy while failing to improve worker safety, the 51�Թ��� and 44 allied business groups told Congress last week.

What’s going on: The legislation purports to safeguard America’s 2 million warehouse workers by ending speed quotas—but in practice, it would “impose long discarded and unworkable regulations on warehouse distribution centers, curtail employers’ due process rights when challenging citations from the Occupational Safety and Health Administration and hamstring a critical part of our national supply chain,” the groups told the Senate and the House of Representatives.

What it would do: The measure, reintroduced in August, “would resurrect OSHA’s long-discarded ergonomics standard.”

• The standard was thrown out by Congress in 2001 just months after its introduction by OSHA, following outcry from businesses that said it constituted a costly and complicated compliance burden.
• “Congress was right then and should not revisit this issue now,” the organizations continued. “In addition, the bill would force employers to implement costly remedial measures even before OSHA has proven any violation.”
• The bill would also put in place a “system to micromanage the warehousing and distribution industry, which would undermine the efficiency of this vital part of American supply chains.”

What should be done: Congress should reject the Warehouse Worker Protection Act, the groups said.

Howmet Aerospace Vice President of Procurement Gina Govojdean never doubted that she would have a career in manufacturing.

• “I was always interested in manufacturing, because I was drawn to the idea of making things that matter,” she said.

Govojdean’s breadth of experience within the industry has shaped the leader she is today—from her first internship at what was then Alcoa Inc. to more than a decade of leadership in procurement, internal audit, operations and plant management.

The beginning: Govojdean’s early career in procurement gave her a chance to hone her negotiation skills. But it wasn’t long before she asked herself: how do I compete with colleagues who have decades more experience? Her answer: diversify. After four years working in procurement, she moved into an internal audit role—a position traditionally held by accountants.

• “I saw it as an opportunity,” said Govojdean. “The internal audit team travels, and that was the first lens for me that showed I could get closer to the plants that make things. I’d see all these processes and all these operations. I decided to diversify my skill set—and that became a key theme for me.”

Learning on the job:��Govojdean has held 13 roles in 13 years—each one helping her grow and get closer to the action on the factory floor.

• “Stepping away and diversifying what I was able to experience really made me a much better leader,” said Govojdean.

Lots of opportunity:��Her experiences in different areas demonstrate the wide range of opportunities that are available in manufacturing, and she’s enthusiastic about encouraging others to join the industry.

• “There are so many different functions and so many important people when it comes to making something—there’s something for everyone,” said Govojdean. “It’s something that’s special about manufacturing, and something that should draw in the kind of people who chase opportunities and want different experiences. It’s there. Sometimes you just have to raise your hand and say ‘yes.’”

Leading the field:��Govojdean is grateful to the mentors who have encouraged her throughout her career—and as a leader in manufacturing herself, she’s enthusiastic about mentoring others.

• “It’s a fast-paced environment, and things really need to go right when you’re serving such a critical customer base—but being tough and kind is not mutually exclusive,” said Govojdean. “You can lead with grit while also being kind.”
• “Really believing in people and empowering them—that’s one of the most rewarding things about being in manufacturing leadership.”

Gaining recognition:��Thanks to her passion for manufacturing, her dedication to mentorship and her relentless pursuit of excellence, Govojdean was named a 2025 Women MAKE Awards (now STEP Ahead Awards) Honoree by the Manufacturing Institute. The awards honor 130 individuals who have achieved excellence in the manufacturing industry, everywhere from the shop floor to the C-suite, helping the next generation see themselves in modern manufacturing careers.

Filling a need:��At a time when manufacturing faces a significant employment gap—with an estimated����needing to be filled by 2033—Govojdean sees the breadth of opportunity as the industry’s strong suit.

• “I see every day as an opportunity to challenge outdated perceptions around the manufacturing workforce and open doors to others,” said Govojdean. “This field thrives when diverse voices are part of the conversation.”

Looking to the future:��As manufacturing continues to evolve, leaders like Govojdean show what’s possible when talent meets opportunity. Her journey is a reminder that this industry doesn’t just build products; it builds careers, leaders and futures. And as the next generation looks to make an impact, manufacturing is ready for them.

Get involved:��Do you know someone like Govojdean who is making an outsized impact on the manufacturing industry? If so, you can nominate your peer or colleague for the 2026 STEP Ahead Awards��.