Month: August 2026

Sofidel

PORCARI (Lucca), Italy, August 13, 2026 /3BL/ – The Italian Ministry of Enterprises and Made in Italy has issued a commemorative stamp as part of its thematic series, “The Excellences of the Productive System and Made in Italy,” dedicated to Sofidel, one of the world’s leading manufacturers of paper for hygienic and household use.

This prestigious recognition celebrates the 60th anniversary of the company’s founding. Established in 1966 by Emi Stefani and Giuseppe Lazzareschi in Porcari, in the province of Lucca – an area renowned for its expertise and long-standing industrial tradition in papermaking – Sofidel has grown into one of the world’s leading manufacturers of tissue paper products.

The Group has made sustainability a strategic driver of growth, with a commitment reflected throughout its value chain, from responsible forest management to improved energy and water efficiency at its facilities, as well as the continuous reduction of its carbon footprint. Today, Sofidel operates in 12 European countries and 12 US states, employs more than 9,500 people, and remains firmly rooted in Italy and in the Lucca paper district, one of the largest paper manufacturing hubs in the world.

Printed by the Italian State Printing Office and Mint (Istituto Poligrafico e Zecca dello Stato), the stamp features one of the Group’s main Italian facilities: the Soffass Via Fossanuova converting plant in Porcari, where Regina, Sofidel’s best-known brand, is produced. Regina has become part of Italian popular culture thanks to its famous slogan, “Rotoloni Regina: they never end!”. The upper part of the stamp displays the Sofidel logo together with the company’s founding year, 1966.

The stamp was officially unveiled yesterday in Rome at the headquarters of the Ministry of Enterprises and Made in Italy during an event introducing several stamps dedicated to outstanding examples of Italian manufacturing excellence, attended by Minister Adolfo Urso.

“With these stamp issues, we recognize companies that embody the quality, manufacturing expertise, and strength of Made in Italy around the world. These are different industrial stories, yet they share common characteristics: a deep connection to their territories, continuity of tradition, and the ability to innovate. The philatelic program serves this purpose as well: to tell the story of the nation’s industrial identity and preserve in our collective memory the excellence that has contributed to Italy’s growth,” said Minister Adolfo Urso.

“We view the issuance of this stamp as recognition of a growth journey that has successfully combined local roots with a global outlook, and tradition with innovation,” said Luigi Lazzareschi, Chief Executive Officer of the Sofidel Group. “Our Group, still led by the families that founded it 60 years ago and with the third generation already active in the business, looks to the future with the same confidence and determination that have guided us since day one. We remain committed to fostering responsible, long-term industrial growth while respecting both people and the environment”.

Paola Stefani, Chair of Sofidel, added: “This stamp celebrates an industrial group, but above all it honors talent, dedication, and passion of all the people who have contributed – and continue to contribute – to Sofidel’s story every day, including everyone throughout our value chain. It is a tribute to the value of Made in Italy and to the ability to innovate, compete, and create value on a global scale.”

Sofidel Group 

The Sofidel Group, headquartered in Porcari (Lucca, Italy), is one of the leading manufacturers of paper for hygienic and household use worldwide. Established in 1966, the Group is active in 13 countries, 12 in Europe and the United States (12 States), with over 9,500 employees and a production capacity of 2,002,000 metric tons per year. In 2025, the Group had Net Sales of 4.018 billion Euros. “Regina”, its most well-known brand, is present on almost all the reference markets. Other brands include: Sopalin, Le Trèfle, Hakle, Softis, Nalys, Cosynel, KittenSoft, Nicky and Papernet. 

www.sofidel.com

Lenovo announced that it has joined Save Our Standards, a U.S.-based coalition of innovators, manufacturers, small businesses, associations, academics, and consumer advocates dedicated to reinforcing fair, reasonable, and non-discriminatory (FRAND) licensing commitments for standard-essential patents (SEPs).

Technical standards are critical to innovation, interoperability, and global competitiveness. They let products from different companies work together, lower barriers for new entrants, and give the technologies people rely on every day a common, trusted foundation. The system works best when it stays in balance: innovators are fairly rewarded for their contributions, and the companies that build on those standards can license them on reasonable terms. That balance is the heart of FRAND.

As both a licensor and a licensee of intellectual property, Lenovo supports efforts that preserve balanced FRAND licensing policies for SEPs, promote fair competition, and help ensure that companies can keep investing in the next generation of technologies that benefit businesses and consumers.

“The global economy is increasingly dependent on the wireless and digital technologies built on the foundations laid by technical standards,” said Taylor Ludlam, Vice President of IP & Litigation at Lenovo. “That makes the ability to obtain licenses for essential patents on reasonable terms more critical than ever.” 

By joining more than 40 coalition members, Lenovo is supporting policies that protect the integrity of technical standards, encourage innovation, and maintain a balanced framework for SEP licensing and enforcement.

Save Our Standards is a broad-based coalition dedicated to reinforcing the FRAND licensing commitment and its essential role in technical standards, working to educate decision-makers and stakeholders on pro-competitive policies and the reinforcement of fair, reasonable, and non-discriminatory licensing terms for standard-essential patents.

Visit www.saveourstandards.com to learn more about the coalition and the issue.

About Lenovo

Lenovo is a US$83 billion revenue global technology powerhouse, ranked #196 in the Fortune Global 500, and serving millions of customers every day in 180 markets. Guided by its vision of “Smarter Technology for All”, Lenovo is executing a Hybrid AI strategy that spans Personal AI – one personal AI, multiple devices; and Enterprise AI – helping customers turn data into insights and value. This strategy is delivered through the Group’s commitment to world-class innovation and a full-stack AI portfolio, including devices (PCs, workstations, smartphones, tablets, accessories), infrastructure solutions (server, storage, edge, high performance computing and software defined infrastructure), as well as software, solutions, and services. With a global footprint spanning more than 20 research and development locations and a global supply chain that includes more than 30 manufacturing sites across 10 markets, Lenovo is widely recognized for its operational excellence. Lenovo is listed on the Hong Kong stock exchange under Lenovo Group Limited (HKSE: 992) (ADR: LNVGY). Learn more at www.lenovo.com and follow the latest news in our newsroom.

RESTON, Va. /3BL/ – As global air traffic and complexity increase, Leidos (NYSE: LDOS) and the Agency for Science, Technology and Research’s Institute for Infocomm Research (A*STAR I²R) will collaborate on new air traffic management (ATM) technologies designed to help the aviation industry accommodate future growth.

The partners are establishing a joint laboratory in Singapore, managed by A*STAR I²R, that will focus on developing advanced ATM and related aviation solutions with an emphasis on automation, digital operations, as well as integrating newly developed capabilities into existing and emerging aviation systems.  

“This partnership reflects Leidos’ continued commitment to the Indo-Pacific region while accelerating capabilities that can support a more efficient, resilient and sustainable future for air travel,” said Jim Preaskorn, Leidos vice president of ATM. “As aviation systems become more connected and complex, the industry needs new tools that help controllers make faster, more informed decisions.” 

The approach combines Leidos’ expertise in ATM, artificial intelligence (AI) and cybersecurity with A*STAR I²R’s capabilities in data analytics, advanced communications and applied research.

“At A*STAR I²R, we bring deep expertise in developing advanced technologies and translating research into real-world applications, making us a strong partner for innovation,” said Dr. Sun Sumei, executive director at A*STAR I²R. “Through this collaboration, we look forward to co-innovating on next-generation ATM solutions by leveraging our capabilities in AI, communications and data for the aviation sector in the Indo-Pacific.” 

With global passenger traffic projected to approach 10 billion passengers annually, the partnership supports Leidos’ investments in aviation modernization and strengthens the company’s continued growth across one of the world’s fastest-growing aviation markets.

About Leidos

Leidos is an innovation company rapidly addressing the world’s most vexing challenges in national security, aviation, transportation and critical infrastructure. Headquartered in Reston, Virginia, with approximately 50,000 employees worldwide, Leidos reported annual revenues of approximately $17.2 billion for the fiscal year ended Jan. 2, 2026. For more information, visit Leidos.com.

Certain statements in this announcement constitute “forward-looking statements” within the meaning of the rules and regulations of the U.S. Securities and Exchange Commission (SEC). These statements are based on management’s current beliefs and expectations and are subject to significant risks and uncertainties. These statements are not guarantees of future results or occurrences. A number of factors could cause our actual results, performance, achievements, or industry results to be different from the results, performance, or achievements expressed or implied by such forward-looking statements. These factors include, but are not limited to, the “Risk Factors” set forth in Leidos’ Annual Report on Form 10-K for the fiscal year ended January 2, 2026, and other such filings that Leidos makes with the SEC from time to time. Readers are cautioned not to place undue reliance on such forward-looking statements, which speak only as of the date hereof. Leidos does not undertake to update forward-looking statements to reflect the impact of circumstances or events that arise after the date the forward-looking statements were made.

Media Relations
Brandon Ver Velde
Senior Media Relations Manager
(571) 526-6257 | brandon.p.vervelde@leidos.com

Originally published on CVS Health Company Newsroom

• CVS Pharmacy offers all FDA approved GLP-1s, whether through insurance or cash-pay options.
  • New collaboration with Eli Lilly and Company will provide eligible Zepbound and Foundayo patients an additional access point at CVS Pharmacy through the CVS Health app
• MinuteClinic digital weight loss visits lowered to $29, the most affordable option in the market, available 24/7
• Combines an online visit with a licensed clinician, same-day medication pickup at 9,000 local CVS Pharmacy locations, and in-person pharmacist support in one connected experience, with no membership or recurring monthly fee
• Connected businesses position CVS Health to address opportunities and deliver novel solutions in this rapidly growing category, regardless of how the prescription is reimbursed or how the consumer gets their medicine

WOONSOCKET, R.I., August 13, 2026 /3BL/ – CVS Health® (NYSE: CVS) announced a revamp of its weight management program, making it easier for eligible adults to access clinical care, navigate medication costs and get ongoing support for GLP-1 therapy.

Through CVS Health’s connected care model, broader direct to consumer access to prescription drugs is easier to deliver. For GLP-1s, it’s simple for eligible patients to use our scheduler technology to connect with licensed clinicians 24 hours a day through MinuteClinic®, access GLP-1 medications through CVS Pharmacy®, receive personalized pharmacist support, and use digital tools to identify available savings options. No separate memberships, no mail-order-only access, and no fragmented handoffs.

As part of this broader effort, CVS Health and Lilly are collaborating to help eligible Zepbound and Foundayo patients more easily access transparent pricing, inclusive of reimbursed and self-pay options, through the CVS Health app.

• We’re making it easier for patients to navigate and find the most affordable option available to them. By early fourth quarter of 2026, eligible Zepbound and Foundayo patients will be able to view transparent pricing, including cash-pay options, in the CVS Health app for as early as same-day pickup in one of our 9,000 locations. This is in addition to already having oral and injectable formulations of Wegovy available, making CVS Pharmacy a convenient, affordable destination for all FDA approved GLP-1s.

CVS Health offers a comprehensive approach to GLP-1 support at CVS Pharmacy locations and MinuteClinic, available virtually in nearly all states.

• New offerings include expanded pharmacy support designed to help patients access these treatments and stay on them, and a new $29 MinuteClinic online visit, with no membership or recurring monthly fee, that connects eligible patients with licensed clinicians who can evaluate and, where clinically appropriate, prescribe GLP-1 therapy.

“Weight management is a deeply personal health journey, and too many people face barriers before they start treatment,” said Sid Tenneti, Senior Vice President and Interim President, Pharmacy and Consumer Wellness. “CVS Health combines clinical care, pharmacy access, digital tools and trusted pharmacist support to make that journey simpler, more affordable, and more connected. Our collaboration with Lilly is one more way we’re expanding direct to consumer access to help eligible patients find options that work best for them.”

CVS Pharmacy offers a broad range of GLP-1 prescription medications, including both injectable and oral options from multiple manufacturers, along with new digital resources available on CVS.com.

Helping patients access lower-cost GLP-1 medications

Depending on how or whether a GLP-1 medication is covered, patients can face barriers such as prior authorization requirements, varying insurance coverage and confusion over the many ways to pay for prescriptions — including insurance, cash-pay options, online portals, manufacturer coupons, vouchers and third-party discount cards.

CVS Pharmacy accepts a wide range of third-party prescription discount cards, manufacturer coupons and manufacturer vouchers to help reduce out-of-pocket costs. At CVS Pharmacy, the out-of-pocket cost for a GLP-1 medication can be as low as $25 a month through commercial insurance with a manufacturer coupon for eligible patients, or $149 for those without insurance who utilize a manufacturer voucher for qualifying medications and doses.

CVS Pharmacy also participates in the Centers for Medicare & Medicaid Services Medicare GLP-1 Bridge program. The program runs through December 31, 2027, and eligible Medicare beneficiaries can access certain GLP-1 medications for $50 per month, offering more predictable and affordable pricing for patients who qualify.

Expanding access to clinical weight loss support

At $29 per visit with no recurring membership or monthly fee, MinuteClinic’s care model is built to make a first step toward weight management straightforward and affordable. Patients begin with an online visit with a licensed clinician, who reviews their health history and weight-management goals before determining whether a GLP-1 therapy is the right fit. Those who start treatment can schedule follow-up visits as needed for dose adjustments, side-effect support and ongoing monitoring.

The program is available nationally in accordance with state-level regulations and is designed for self-paying adults ages 18 to 64 who are overweight or living with obesity and intend to pay out of pocket for clinical weight loss services. Patients seeking weight loss or metabolic health clinical support can visit MinuteClinic.com.

Putting pharmacists at the center of care

According to the CVS Health 2025 Rx Report, nearly half of consumers prioritize personalized care at the pharmacy and 80 percent of patients prefer face-to-face engagements over digital, highlighting the importance of providing options to consumers. As more patients turn to GLP-1 medications, a CVS pharmacist is available in person at 9,000 locations to help them start and stay on therapy, at no additional cost.

About CVS Health

CVS Health is a leading health solutions company simplifying health care one person, one family and one community at a time. As of June 30, 2026, the Company had approximately 9,000 retail pharmacy locations, more than 1,000 walk-in and primary care medical clinics and a leading pharmacy benefits manager with approximately 87 million plan members. The Company also serves an estimated 37 million people through a broad range of health insurance products and related services. The Company’s integrated model uses personalized, technology driven services to connect people to simply better health, increasing access to quality care, delivering better outcomes, and lowering overall costs.

Media contact

Amy Thibault
401-318-2865
Amy.Thibault@CVSHealth.com

Keysight remains committed to fostering a work environment of opportunity that enables employees to be successful and contribute meaningfully to customers, communities, and society.

In FY 2025, it continued to advance this commitment by strengthening employee engagement through investment in employee development, social responsibility, and meaningful connection across its global workforce. The company focused on improving access to opportunities that help employees grow, collaborate effectively, and apply their skills in support of Keysight’s mission.

Keysight remains at the forefront of innovation and continues to meet evolving stakeholder expectations by cultivating a workplace where employees feel supported, valued, and empowered to contribute. By fostering inclusive collaboration and an engaging environment, the company enables employees to perform at their best and drive meaningful innovation.

Employee engagement is a critical driver of Keysight’s ability to execute with quality, efficiency, and accountability. Engaged employees bring greater energy, creativity, and problem-solving capability to their work, contributing to higher performance and stronger customer partnerships. Consistent engagement also reduces operational risks by improving retention and maintaining continuity in technical expertise. By investing in the success and development of its employees, Keysight strengthens its competitive position and enhances its capacity to deliver technologies that support customer innovation and generate positive outcomes for society.

In FY 2025, Keysight continued to make progress in employee engagement and talent practices, building a resilient and future-ready workforce positioned to deliver lasting value for customers and society.

FY 2025 Impact Highlights

• More than 4,000 employees participated in 15 Employee Network Groups across six countries, reflecting strong global engagement in employee-driven communities. Employees across all regions hosted over 230 engagement activities, demonstrating broad participation and sustained momentum in strengthening collaboration and organizational culture. 
• These Keysight sponsored activities included more than 50 focused on employee development, over 125 networking events, and more than 55 social responsibility initiatives, collectively enhancing workforce capability, building stronger internal networks, and advancing Keysight’s positive impact in the communities it serves. 
• Our investment in training has significantly strengthened employee engagement, with over 206,700 courses completed and 204,100 learning hours logged. Employees averaged 12.9 hours of training each, complemented by 15,750 cumulative mentoring hours — including 2,876 hours in FY25 — fostering continuous growth and connection across the organization.

Read the full 2025 Corporate Social Responsibility Progress Report

PITTSBURGH, August 13, 2026 /3BL/ — We’re proud to announce that Wesco has been named a finalist in the 2026 Blackbaud Impact Awards, which celebrates outstanding organizations and leaders who are advancing their missions, strengthening their communities, and achieving extraordinary results with technology from Blackbaud, the world’s leading provider of AI-powered solutions for social impact.

Presented by Blackbaud, the world’s leading provider of AI-powered solutions for social impact, the awards recognize changemakers across the nonprofit, education, healthcare, foundation, and corporate social responsibility sectors who are creating meaningful impact in their communities and around the world.

Wesco was named a finalist in the 2026 Blackbaud Impact Awards’ Silo Buster category, which recognizes organizations that break down barriers, foster collaboration and drive greater impact through teamwork and innovation. Wesco was recognized for its efforts to unite employees across regions, functions and business groups through Wesco Cares, creating a more connected approach to giving, volunteerism and community impact. By bringing together teams around a shared purpose and leveraging technology to expand participation and measure outcomes, Wesco has strengthened employee engagement while increasing support for nonprofits and communities around the world.

“At Wesco, we believe our greatest impact comes when we work together,” said John Engel, Chairman, President and Chief Executive Officer. “This finalist recognition reflects the dedication of employees across our company who have embraced opportunities to support their communities and each other through Wesco Cares. We are honored to be recognized by Blackbaud and proud of what our teams have accomplished together.”

For more than four decades, Blackbaud has partnered with organizations across the social impact ecosystem—including nonprofits, healthcare organizations, educational institutions, foundations, and companies dedicated to doing good. The Blackbaud Impact Awards shine a spotlight on customers that are embracing innovation, breaking down barriers, and delivering measurable outcomes for the people and causes they serve.

“The stories behind this year’s finalists highlight the incredible ingenuity, resilience, and passion that define the social impact community,” said Todd Lant, chief customer officer, Blackbaud. “Across sectors and geographies, these organizations are finding innovative ways to solve challenges, strengthen connections, and create lasting change. We’re honored to celebrate their achievements and the impact they’re making every day.”

The Blackbaud Impact Awards continue to grow as a global celebration of customer excellence. The 2026 finalists represent a diverse group of organizations and leaders from around the globe who are transforming how social impact work is delivered. Finalists were selected fromnominations spanning multiple sectors, regions, and award categories, reflecting the breadth and scale of the Blackbaud customer community worldwide.

Winners of the 2026 Blackbaud Impact Awards will be announced on August 18, 2026. Blackbaud will continue the celebration throughout the year, including award presentations and recognition at bbcon 2026 in Columbus, Ohio; London, England; and Sydney, Australia. To learn more about the Blackbaud Impact Awards, view finalist profiles, and stay informed about the winner announcement, visit blackbaud.com/impact-awards.

About Wesco

Wesco International (NYSE: WCC) builds, connects, powers and protects the world. Headquartered in Pittsburgh, Pennsylvania, Wesco is a FORTUNE 500® company with approximately $24 billion in annual sales in 2025 and a leading provider of business-to-business distribution, logistics services and supply chain solutions. Wesco offers a best-in-class product and services portfolio of Electrical and Electronic Solutions, Communications and Security Solutions, and Utility and Broadband Solutions. The Company employs approximately 21,000 people, partners with the industry’s premier suppliers, and serves thousands of customers around the world. With millions of products, end-to-end supply chain services, and significant digital capabilities, Wesco provides innovative solutions to meet customer needs across commercial and industrial businesses, technology companies, telecommunications providers, and utilities. Wesco operates more than 700 sites, including distribution centers, fulfillment centers, and sales offices in approximately 50 countries, providing a local presence for customers and a global network to serve multi-location businesses and global corporations.

About Blackbaud

Blackbaud (NASDAQ: BLKB) is the world’s leading provider of AI-powered solutions for social impact. Serving nonprofits, educational institutions, companies committed to corporate social responsibility, and individual change makers, Blackbaud propels impact at scale with the sector’s most intelligent solutions for fundraising and engagement, education solutions, financial management and CSR and grantmaking. With the deepest expertise powered by the world’s largest philanthropic data set, the most connected workflows, and the most powerful impact network, Blackbaud’s solutions are building a future where resources are unleashed at the speed of need. Blackbaud has been recognized by Fast Company, Newsweek, Quartz, Forbes and more for AI innovation, responsible leadership and workplace excellence. Blackbaud has operations in the United States, Australia, Canada, Costa Rica, India and the United Kingdom, supporting users in 100+ countries. Learn more at www.blackbaud.com or follow us on X/Twitter, LinkedIn, Instagram and Facebook.

Contact Information:
Jennifer Sniderman
Vice President, Corporate Communications
Jennifer.sniderman@wescodist.com

Read on Cisco’s Blog

At Cisco, we don’t just sell networking, security, and collaboration technologies, we live them. Our offices around the world serve as proving grounds where we deploy the solutions we bring to market, using them to create better employee experiences while addressing the same operational realities faced by real estate and facilities teams everywhere. What has made the biggest difference for us is the data generated from the connected technologies in our workplaces, giving us the ability to validate assumptions, uncover patterns, and make more informed decisions about how our workplaces operate and evolve.

Between the strain of increased bandwidth and network traffic on legacy systems, the rise of sophisticated security threats, and the global skills shortage, the old way of managing IT in silos simply can’t keep up with how people work today. By unifying our core workplace technologies on a single platform, we’re doing more than just keeping the lights on. We’re building a foundation that protects users and turns our offices into intelligent assets that IT and Real Estate teams can use to drive the operational efficiencies and optimizations needed to fuel better business outcomes.

The Living Lab: Penn One
 

 

We didn’t arrive here overnight. Six years ago, as hybrid work became the new norm, we made a bold decision with our Penn One office in New York: to rethink workplace architecture by placing technology at the core of both the physical build and the employee experience. Traditionally, technology was an afterthought of the build, retrofitted post construction. At Penn One, we flipped that model; the network became the foundation and the building’s nervous system. It connects smart sensors, automated lighting, HVAC, wayfinding, and collaboration devices, enabling us to build the space and experience around technology, not the other way around.

By leveraging our wireless and camera innovations, Penn One became a unified sensory platform. Our IT stack evolved from simply providing connectivity to gathering thousands of real-time data points per second on how our spaces function. Having all this data at our fingertips has given us the visibility into office use, navigation, and potential anomalies across office temperature or air quality that we didn’t have before. This puts us in a better position to move beyond guesswork and make data-informed decisions to improve our workplace environment. Ultimately, the integration of the technology onto a single platform in the New York office, combined with a significant reduction of space and the adoption of Power over Ethernet (PoE) lighting allowed us to eliminate thousands of pounds of steel and copper wiring, achieve $360K in cost avoidance through the PoE deployment, and reduce energy expenses by 36%. And that is just scratching the surface, as we look to continually evolve the space.

The platform approach: How it works

Our Future-proofed Workplace approach integrates secure networking, collaboration devices, smart building technology, and AI-enhanced platforms to create flexible, resilient, and sustainable environments. By connecting PoE solutions, Cisco Wi-Fi access points, cameras, and collaboration devices into a single sensory network via Cisco Spaces, we enable seamless collaboration and productivity for a better onsite experience. This unified data stream has two critical advantages:

• Efficiency & Cost Savings: Building management systems respond dynamically to real-time occupancy, focusing power, heating, and cooling only where needed.
• A Frictionless Experience: Employees and visitors can use real-time digital maps to find available desks and meeting rooms, delivering a seamless experience and improving workplace satisfaction.

Scaling the blueprint: A global portfolio
 

 

This blueprint has been our North Star, enabling us to scale with speed and intention. Over the past five years, we’ve completed more than 30 capital projects worldwide, treating IT infrastructure as the primary architectural layer and tailoring each location to specific business outcomes. For example:

• Atlanta (2023): Designed next to Georgia Tech University to attract and develop engineering talent.
• Paris (2023): Integrated sustainable building standards and advanced technology into a historic 1820s residence that served as a product showcase during the 2024 Paris Olympics and now stands as one of our premier customer experience centers in the region.
• Milan (2025): Achieved a 35% reduction in lighting power through smart lighting controls and sensors, achieving operational cost savings while advancing our global sustainability goals.
• London (2025): Launched our first neuroinclusive workspace, allowing employees to customize environments to their sensory needs with a tech-enabled design that resulted in 16% energy savings over standard code.
   

 

There’s also our legacy site in Bangalore, India which exemplifies our “Campus Refresh” model. More than a technology upgrade, the transition to a single, unified, secure network opened up two critical real estate capabilities around workplace planning and operations that can be extended to other sites:

1. Right-sizing meeting rooms: As we modernize our floors, we use Cisco video device data to analyze the demand for rooms based on their size and capacity versus the supply of what’s available to ensure the right rooms are in the right places across 50+ floors.
   .
2. Optimizing building usage: We discovered that Wi-Fi login data and built-in occupancy sensors provide granular visibility into floor usage and space utilization, which can enable energy preloads and system use to align with actual traffic patterns. Now that the capability is realized, if implemented, we estimate that it could yield 5.5% energy savings, equating to ~$300K/year locally in the Bangalore site and ~$2.5M/year globally.

These local successes aren’t just isolated wins; they represent a fundamental shift in how we manage our global portfolio. By moving from intuition to data-backed decisions, we’ve been able to scale our strategy quickly. The global results of this transformation are clear:

• Optimized footprint and savings: we’ve achieved 16% reduction in our global real estate footprint – from approximately 18M to 15M square feet – which has helped to drive over $100M in annual global OPEX savings.
• Space built for collaboration: Better visibility into how our teams actually work and how they use the space has influenced our workplace design standards. Whereas before, the majority of the workplace was dedicated to individual focus areas, in the last six years, we’ve flipped our space composition and reimagined floor plans to include 40% more collaborative space to support the face-to-face work employees often come in to do.
• Energy performance and wellbeing: We’ve made high-performance standards a core design requirement, pursuing WELL and LEED certifications across our portfolio. Our 14 most recent capital projects that pursued LEED or WELL certification are modeled to use 19% less energy than standard code. This was achieved by integrating our building management systems (BMS), lighting, occupancy sensors and other technology to optimize both our environmental footprint and the well-being of our people.

Beyond the tech: Designing for connection

Despite these successes, workplace transformation cannot happen in silos. For too long, Real Estate, HR, and IT operated independently, creating friction in a hybrid world. Our strategy anchors at the intersection of three partners:

• Place (Corporate Real Estate): Designing spaces that support collaboration, learning, and focus.
• Platform (IT): Using technology to measure, manage, and optimize environments.
• People (HR): Defining the purpose of space to support well-being, learning, and growth.

Technology enables but leadership is the catalyst. Our most successful offices aren’t those with the most sensors, they’re where leaders are intentional about why they are bringing their teams together. Yes, collaboration, learning, and culture top that list, but it’s more than that. It’s really about accelerating decision making, onboarding faster, facilitating knowledge transfer (both for learning and innovation), and building trust. These are the activities that can benefit from face-to-face time, and with the tech-enabled visibility into how the spaces are used, we can ensure we’re providing enough of the right types of environments that best support these activities.
 

 

The journey ahead: Operationalizing data

We don’t have all the answers yet and the truth is, there’s still so much to uncover with all the data we can now access. While we have identified use cases where we can improve efficiencies or reduce costs, we’ve only just begun exploring what’s viable.

The next phase is harnessing it so we can actually operationalize it, and we’re looking to AI and predictive models to support capabilities like forecasting demand and attendance more precisely, and early detection of maintenance irregularities. This will allow us to plan services like catering and janitorial based on near-real-time occupancy rather than static schedules, and deploy maintenance more proactively to avoid infrastructure failures and downtime costs.

We’ve already started this work in our Research Triangle Park campus in North Carolina where we’re piloting AI-driven analytics across building systems to shift from reactive maintenance response. By deploying advanced analytics across our building management system and leveraging AI to analyze data from over 1,300 assets like chillers, air handling units, and ventilation systems, we aimed to identify inefficiencies in real-time and reduce our energy footprint.

An early finding identified more than $185K in annualized savings in just four months by fine-tuning operations such as fan speeds during unoccupied hours, correcting overcooling issues in labs and offices and accelerating work order completion. This is just one example of how we’re testing and optimizing to provide a comprehensive blueprint that eventually can help our customers and support IT leaders in solving their Real Estate and HR teams’ biggest workplace challenges.

Gone are the days where the workplace was the primary place where work got done. Today, it’s a choice that employees will only make if they see the value it delivers for their career and their work. Their expectations are higher, and to meet them, the investments IT leaders make must go beyond merely enabling virtual and hybrid meetings; they must create an environment that actively supports the activities that make coming together worthwhile. When connected and intentional, these investments become the foundation for a more agile, responsive business that can adapt to evolving work practices and meaningful collaboration. By treating the network as a sensory platform and stepping into a strategic partnership role, IT leaders shift workplace management from intuition to insight, unlocking the full potential of a truly intelligent workplace experience that drives measurable business outcomes.

---

Learn more:

• Visit our Future-Proofed Workplace solutions site for more information
• Explore our library of office lookbooks and collaboration room design guides

View original content here

Looking back on the past 75 years of Southwire, I am struck by how, time and again, we have harnessed today’s potential to power tomorrow. We began with 12 employees and second-hand machinery and have grown to become North America’s leading manufacturer of wire and cable, creating industry-changing innovations and delivering electricity across the globe. As I step into my new role as President & CEO of Southwire, it is a privilege to build upon our legacy of innovation, transformation and sustainability — three areas that have also been a personal focus throughout my career. 

Southwire’s legacy defines the role we play in the next era of electrification, a time of tremendous opportunity for our industry. This moment demands more than innovation and growth. It requires resilient systems and responsible scaling. Our commitment to sustainable transformation enables us to seize new opportunities while protecting what matters most to Southwire’s business: our customers, team members, communities and planet.

What sets us apart is our holistic approach to value creation. We are committed to Building Worth for all our stakeholders, not by treating them as separate entities, but by harnessing the value each creates for the other. The capital invested by our shareholders translates directly into how we cultivate an inclusive workplace for our team members, prioritize energy efficient operations for our planet and deliver resilient, innovative solutions to customers. These efforts drive tangible value for our company, generating return for shareholders and beginning the cycle again. This is how we achieve continued success, scale our reach and define the future of power. 

This year, we strengthened operational excellence and drove impact across five core tenets that define our approach to generational sustainability. We advanced our commitment to Building Worth by doubling our research and development footprint with the launch of the W.M. Berry Innovation Center, investing in safe, high-quality products, and fostering a culture of inclusion. Our unwavering dedication to Doing Right was reflected in our recognition by Ethisphere as one of the World’s Most Ethical Companies for the third consecutive year, along with our continued support for the United Nations Global Compact and its Ten Principles. We prioritized Giving Back to our communities by doubling our support of charitable causes since 2017, and through the dedication of our team members, whose wide-ranging volunteer efforts included the construction of a new home for a local veteran family in need. We helped our team members embrace Living Well with resources that support their health, safety and career growth — efforts we see reflected in our strongest-ever employee net promoter score, which placed Southwire in the top 5% of companies surveyed by our vendor. Finally, we reaffirmed our commitment to Growing Green by setting new science-based emissions targets and demonstrated progress through the achievement of our 2025 Carbon Zero goal.

As we power continuous transformation, we remain grounded in our legacy, our model of holistic value creation and the passion and dedication of our team.

Looking to the future, we are focused on further embedding sustainability into our business. By advancing our responsible power solutions, transparent products, commitment to compliance and ambitious climate commitments, we are better able to create meaningful value for today’s customers. Through these efforts, we deliver both innovation and efficiency, all while building trust and cultivating relationships that last.

As we power continuous transformation, we remain grounded in our legacy, our model of holistic value creation and the passion and dedication of our team. We will build the future of power together — responsibly, inclusively and at scale. I am honored to be part of this incredible team and look forward to what we will create in the years to come.

To view Southwire’s full 2025 Sustainability Report, visit https://southwire.com/sustainability.

 

At DP World in Peru, sustainability begins long before cargo moves through our terminal at the Port of Callao. Our latest video showcases how the decisions we make every day — how we operate, collaborate, and invest in people — help create lasting value for communities, customers, and the environment.

As one of South America’s leading logistics gateways, DP World is embedding sustainability across its operations at the Port of Callao. From advancing one of the company’s most ambitious decarbonization roadmaps to expanding educational opportunities through digital classrooms, supporting local entrepreneurs, and investing in workforce development, the team is demonstrating that operational excellence and positive social impact go hand in hand.

The video reinforces a simple idea: beyond every container moved are opportunities created, communities strengthened and futures made possible. By putting sustainability at the heart of its operations, DP World is helping build more resilient supply chains while creating lasting impact for people, business, and the planet in Peru and beyond.

Watch the video to see how DP World at the Port of Callao is advancing sustainable trade that creates impact and transforms lives.

Learn more: DP World Sustainability Initiatives

PURCHASE, N.Y., August 13, 2026 /3BL/ – PepsiCo, Inc. on Thursday released its 2025 ESG Summary, web pages, and Leadership Message, updated ESG Topics A-Z pages and 2025 ESG Performance Metrics and Calculation Methodology, detailing progress against certain pep+ (PepsiCo Positive) goals for 2030 and outlining continued effort in climate action, agriculture, and nutrition.

“Our sustainability agenda and portfolio transformation initiatives are fundamentally about strengthening PepsiCo for the long term,” said Ramon Laguarta, PepsiCo Chairman and Chief Executive Officer. “Through pep+, we are working to build a more resilient business — one that aims to adapt to changing consumer preferences, supports our growth strategy, and creates value for shareholders while striving to help support the resources and communities that are critical to our future.”

That focus is reflected in continued progress across PepsiCo’s business, from operations and agriculture to innovation and portfolio transformation.

“We’re excited by the momentum we’re building as pep+ continues to transform our business end to end,” said Jim Andrew, PepsiCo Chief Sustainability Officer. “We’re making significant progress — from expanding regenerative, restorative and protective practices to 4.7 million acres, reducing emissions of our operations, to evolving our product portfolio to offer more choices — and we’re doing it in ways that we believe will strengthen our business for the long term. While there’s more work ahead, this progress reflects how we’re continuing to take steps to embed sustainability into how we operate, innovate, and grow.”

Climate

PepsiCo reported performance as of 2025 versus its 2022 baseline as it works to reduce greenhouse gas emissions. Including system contributions, PepsiCo reported reductions of:

• 24% for Scope 1 and 2 goal
• 12% for Scope 3 Energy and Industry (E&I) goal
• 18% for Scope 3 Forest, Land and Agriculture (FLAG) goal

PepsiCo sourced 96% (approximately 4,300 GWh) of the global electricity needs for its company-owned operations with renewable sources (including through use of renewable energy credits).

PepsiCo has collaborated with fertilizer company Yara International to work with approximately 1,000 farms, covering a total of around 128,000 hectares across the European Union and the U.K., to adopt low-carbon fertilizers and precision farming technologies in an effort to reduce the emissions impact of crop production, focusing primarily on potatoes.

In Mexico, the company integrated 1,070 Ford E-Transit electric vans into its delivery fleet to help reduce carbon emissions and improve the sustainability of logistics operations.

Nutrition

PepsiCo reported continued progress in evolving its portfolio in 2025:

• Exceeding its 2025 goal for more than 67% of the company’s beverage portfolio volume to have no more than 100 Calories from added sugars per 12 oz. serving. In 2025, 68% of its beverage portfolio met its goal.⁶
• Likewise, 79% of convenient foods volume met PepsiCo’s ambitious sodium targets to not exceed 1.3, milligrams of sodium per Calorie, exceeding the 2025 goal that 75% of its convenient foods portfolio volume would meet this criteria. The company also reported that 49% of its global convenient foods portfolio volume met our 2030 ambition that will meet or be below category sodium targets.⁶
• 79% of convenient foods volume met our saturated fat targets, which means the company has exceeded its goal for at least 75% of convenient foods portfolio volume to not exceed 1.1 grams of saturated fat per 100 Calories by 2025.⁶

In 2025, PepsiCo also delivered 79 billion portions of diverse ingredients, including whole grains, plant-based proteins, fruits and vegetables, as it progresses toward its goal to deliver 145 billion portions of diverse ingredients annually in its global convenient foods portfolio by 2030.⁶

Agriculture 

PepsiCo recently reported on its goals tied to Positive Agriculture on July 1, 2026, noting that the company has expanded regenerative, restorative, and protective practices to 4.7 million acres, and supported approximately 224,000 people across its agricultural supply chains and communities with dedicated programming designed to improve economic prosperity and farmer and farm worker security across the globe since 2021.¹ The full press release can be found here.

The company added that reporting on its deforestation and conversion-free sourcing goals will be published at a later date, as methodologies and data continue to be finalized.

Packaging

PepsiCo reported 2.0 million metric tons of plastic use in key packaging markets, including primary packaging, in 2025. For primary plastic packaging in key packaging markets, the company achieved a 6% reduction in absolute tonnage of virgin plastics between 2024 and 2025 and used 18% recycled plastic in 2025.⁶

Water

The company also recently highlighted its efforts on its water stewardship goals, achieving 100% water replenishment at company-owned facilities in high water-risk watersheds and adopting the Alliance for Water Stewardship (AWS) Standard across all company-owned manufacturing sites in high water-risk areas. In 2025, PepsiCo supported more than 60 active replenishment projects that helped replenish approximately 35 billion liters of water to local watersheds. The full press release can be found here.

People

As a global convenient foods and drinks leader, PepsiCo strives to use its reach to champion responsible business practices. This means aspiring to positively influence its business partners and communities and championing its employees’ well-being. Details on PepsiCo’s efforts on job growth, career, volunteering, engagement, as well as other topics and metrics can be found in its 2025 ESG reporting on its website.

Additional ESG Information

PepsiCo regularly reviews its sustainability goals, investments, and initiatives and considers changes that are warranted from time to time, including in the context of new developments, such as business growth and necessary investments relating to our initiatives, as well as external developments. PepsiCo will continue to report toward its pep+ ambitions. More details can be found on our ESG Topics A-Z pages, as well as our 2025 ESG Performance Metrics and Calculation Methodology file.

Cautionary Statement

This disclosure contains statements reflecting our views about our future performance that constitute “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements are generally identified through the inclusion of words such as “aim,” “anticipate,” “believe,” “drive,” “estimate,” “expect,” “goal,” “intend,” “may,” “plan,” “project,” “strategy,” “strive,” “target” and “will” or similar statements or variations of such terms and other similar expressions. Forward-looking statements inherently involve risks and uncertainties. For information on certain factors that could cause actual events or results to differ materially from our expectations, please see PepsiCo’s filings with the Securities and Exchange Commission, including its most recent annual report on Form 10-K and subsequent reports on Forms 10-Q and 8-K. Investors are cautioned not to place undue reliance on any such forward-looking statements, which speak only as of the date they are made. PepsiCo undertakes no obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.

About PepsiCo 

PepsiCo products are enjoyed by consumers more than one billion times a day in more than 200 countries and territories around the world. PepsiCo generated nearly $94 billion in net revenue in 2025, driven by a complementary beverage and convenient foods portfolio that includes Lay’s, Doritos, Cheetos, Gatorade, Pepsi-Cola, Mountain Dew, Quaker, and SodaStream. PepsiCo’s product portfolio includes a wide range of enjoyable foods and beverages, including many iconic brands that generate more than $1 billion each in estimated annual retail sales.

Guiding PepsiCo is our vision to Be the Global Leader in Beverages and Convenient Foods by Winning with pep+ (PepsiCo Positive). pep+ is our strategic end-to-end transformation that puts sustainability and human capital at the center of how we aim to create value and growth by operating within planetary boundaries and inspiring positive change for planet and people. For more information, visit www.pepsico.com, and follow on X (Twitter), Instagram, Facebook, and LinkedIn @PepsiCo.

¹See Calculation Methodology for detail on how we measure progress on this metric. Metric published July 1, 2026

² PepsiCo keeps track of the evolving external guidance from the Greenhouse Gas Protocol (GHGP) and the Science Based Targets Initiative (SBTi) and calculates our footprint and target progress in line with these standards. Our reported target progress is calculated in accordance with SBTi’s Corporate Net Zero Standard (CNZS) V2.0 innovations that apply to our targets set under CNZS V1.0. We report emission reductions against baseline calculated from our physical footprint and separately report target progress that includes system contributions from activity pool and sector level actions. Further details can be found in our Climate Accounting Statement. This reporting approach may change in the future as further guidance is made available from the GHGP and SBTi.

³ Our 2025 results for target progress with system contribution include 5% emissions reductions against physical baseline (2024: 3%). See the Climate Accounting Statement for detail on how we measure progress on this metric. Metric published August 13, 2026

⁴ Our 2025 results for target progress with system contribution include 10% emissions reductions against physical baseline (2024: 6%). See the Climate Accounting Statement for detail on how we measure progress on this metric. Metric published August 13, 2026

⁵ Our 2025 results for target progress with system contribution include 15% emissions reductions against physical baseline (2024: 7%), and include FLAG removals calculated in line with GHGP Land Sector and Removals Standard (LSRS) along with system contribution. See the Climate Accounting Statement for detail on how we measure progress on this metric. Metric published August 13, 2026

⁶ See Calculation Methodology for detail on how we measure progress on this metric. Metric published August 13, 2026

⁷ See Calculation Methodology for detail on how we measure progress on this metric. Metric published March 19, 2026