Author: sHq_LoGiNz

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.
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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.

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Learn more:

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

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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

By Matthew Bennett

THE WOODLANDS, Texas, August 13, 2026 /3BL/ – As Southeast Texas continues to experience another summer of high temperatures, Entergy Texas has donated more than 2,500 box fans to help vulnerable customers stay safe and cool during the hottest months of the year. Through its annual Beat the Heat campaign, the company partnered with 38 community agencies to distribute fans to customers in 34 cities across Southeast Texas. Since launching the program in 2000, Entergy Texas has donated more than 33,500 fans across its service area.

For households without access to reliable air conditioning, box fans can provide a simple, cost-effective way to improve comfort and reduce indoor heat stress. The annual fan donations are one part of Entergy Texas’ broader commitment to helping customers stay safe while connecting them with bill assistance, energy efficiency programs and flexible payment options throughout the summer.

“Our goal is to meet customers where they are with solutions that make a real difference,” said Stuart Barrett, vice president of customer service for Entergy Texas. “Whether that’s providing a fan during the hot summer months, improving a home’s energy efficiency or connecting someone with bill assistance, we’re focused on helping customers stay safe, comfortable and prepared throughout the year.”

The annual fan donations build on several customer-focused initiatives Entergy Texas has delivered this summer to help customers stay cool and save money, including:

• Providing no-cost weatherization and cooling upgrades that improve home energy efficiency and lower energy use.
• Contributing $500,000 in bill payment assistance to help eligible seniors and customers with disabilities with summer energy expenses.
• Expanding bill management tools, payment options and energy-saving resources to give customers more ways to manage their bills.

Customers can learn more about resources to easily manage their bill by visiting Entergy Texas’ Bill Toolkit.

About Entergy Texas

Entergy Texas provides electricity to approximately 538,000 customers in 27 counties. Entergy generates, transmits and distributes electricity to power life for more than 3 million customers through our operating companies in Arkansas, Louisiana, Mississippi and Texas. Its customers are connected to the Midcontinent Independent System Operator Inc. power grid, which is a regional transmission organization responsible for administering the transmission systems of member utilities in 15 states stretching across the central region of the United States and Manitoba, Canada. We’re focused on keeping costs for our customers as low as possible while providing reliable energy that our communities count on. We’re also investing in growth for the future with a more resilient, cleaner energy system that includes modern natural gas, nuclear and renewable energy generation. As a nationally recognized leader in sustainability and corporate citizenship, we deliver more than $100 million in economic benefits each year to the communities we serve through philanthropy, volunteerism and advocacy. Entergy is a Fortune 500 company headquartered in New Orleans, Louisiana, and has approximately 12,000 employees. Learn more at EntergyTexas.com and connect with @EntergyTX on social media.

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August 13, 2026 /3BL/ – Weather experts issued serious warnings about the 2026 El Niño in July.

Forecasts from both the U.S. National Atmospheric and Oceanic Administration (NOAA) and the United Nations World Meteorological Organization (WMO) predict “strong” to “very strong” El Niño conditions July-December. El Niño and La Niña events are classified by their strength. “Strong” and “very strong” events are more likely to result in weather that affects agriculture and food production, like droughts, floods, heatwaves, and hurricanes.

According to reporting from Gizmodo, that would make this El Niño one of the largest on record.

Like other El Niño events, weather impacts will vary from region to region. Disruptions to rainfall, temperatures, and storm patterns are expected. Prolonged heatwaves for much of Europe and the U.S. and droughts across Africa, Asia and the Pacific, and Latin America and the Caribbean are also predicted.

In response to these warnings, Fairtrade released the following statements:

Farmers 

“To prepare ourselves for the impact of the “El Niño, we apply some practices such as Trichoderma (beneficial fungus). Because in this phenomenon, with the many rains, different types of plagues can appear. And by having our soil well fed, it will counteract any plague or fungus that may appear. Among [other] practices that we use, there are some bio-organic practices, such as soil coverage, cover crops, biochar, and improved compost.”

–María Juárez, Farmer, Cooperativa Rio y Valle, Peru

“The anticipated El Niño conditions are expected to have a significant impact on coffee production in Wayanad. Coffee cultivation, particularly Arabica and Robusta, depends on timely pre-monsoon showers for flowering and adequate rainfall during berry development. Prolonged dry spells and above-normal temperatures associated with El Niño resulted in poor flowering, flower drop, reduced fruit set and increased berry shedding.

“The rainfall remains irregular, which results in a decrease in the yield. The quality of coffee beans may also be affected due to uneven berry development and smaller bean size. In addition, moisture stress can increase the incidence of pests such as the Coffee Berry Borer and reduce the overall productivity of plantations.”

–Bibin Mathew, Coordinator, WSSS Organic Farmers Fairtrade Association, India

Regional and Commodity-specific Experts

“Food and beverage companies have a responsibility to throw farmers a lifeline. Smallholders have watched their share of profits get devoured in the past few years by volatility driven by war, trade policy, economic instability, and the relentless pursuit of extractive corporate profits. Simultaneously, they have dealt with increasing crop losses, environmental degradation, and climbing production costs driven by climate change.

“A record-breaking El Niño could be the last straw for family farms that don’t have the means to prepare or recover. Companies that want to continue sourcing real ingredients from real farmers must invest in the people, land, and communities that will be impacted. If they don’t, they risk the viability of their own supply chains, and ultimately, the future of their business.

“Around the world, Fairtrade staff and Fairtrade farmers are using the resources they have to get ahead of the crisis and build resilience into their supply chains to protect farming families and the crops they grow for the products that we love. Let’s hope the industry at large steps up to do the same.”

–Amanda Archila, Executive Director, Fairtrade America

“In July, we witnessed the biggest single-day increase in coffee prices on the New York Stock Exchange. El Niño is already causing extreme volatility in the market, before weather impacts have even begun.

“This is bad for the entire coffee value chain, and it is especially worrisome for farmers. We are sharing as much information as we can to help ensure they are not caught off guard by sudden market movements and raising awareness around various risk management tools, but no one can predict exactly how El Niño will affect production and prices.”

— João Mattos, Commercial Director, Latin American and Caribbean Network of Fair Trade Small Producers and Workers (CLAC)

“Banana farmers are familiar with El Niño, but climate change is increasing its frequency and effects. To cope with these changing conditions, farmers have invested their limited resources in more resilient farming practices. While these investments have helped prevent supply shortages and extreme price increases, the cost of adaptation should be shared by all stakeholders across the supply chain. It can’t just sit with farmers.

“When retailers, importers, and exporters source Fairtrade bananas, the farmers in their supply chain are working directly with our field staff to put in place technical practices that cultivate healthier soils better able to withstand water stress, reduce humidity loss, and enable more effective plant nutrition. These actions help reduce the risk of a drop in banana supply caused by El Niño and other extreme weather events. Fairtrade has the potential to be a shared solution for strengthening the banana industry’s resilience – but requires the banana industry to recognize and contribute their share of the costs alongside farmers.”

–Willy Paredes, Commercial Officer, Latin American and Caribbean Network of Fair Trade Small Producers and Workers (CLAC)

“Our immediate focus is on farmers across the region. Staff are communicating with farmers and cooperatives in their local languages to raise awareness of potential impacts and actions they can take now to be prepared. We’re also organizing a series of webinars with scientists and technical experts from partner research institutions, including the Coffee, Tea, and Cotton Research Institutes, to provide climate adaptation and mitigation guidance.

“Over the coming months, farmer surveys and other monitoring and evaluation activities will be conducted. Understanding farmers’ concerns and needs is essential to informing our future support.”

–M V Iresha Sanjeewanie, Climate Focal Point, Fairtrade Network of Asia and Pacific Producers

“Cocoa farmers are facing one crisis after another. A combination of geopolitical events and climate change has made an already precarious situation even worse. For years, much of the industry has failed to recognize its role in ensuring long-term, fair pricing that enables farming families to earn a living income. The result is decades of underinvestment in farmers and their resilience.

“El Niño is yet another crisis. Depending on where they are in the world, farmers may encounter abnormally high heat or heavy rainfall and flooding. In either case, cocoa yields, farmers’ incomes, and their standard of living will suffer.”

–Jon Walker, Sr. Advisor for Cocoa, Fairtrade International

Private Sector Partners

“Previous El Niño events have brought severe weather to Latin America’s banana-growing regions, affecting harvests and livelihoods. For the Caribbean, this has meant drought; for Ecuador and Peru, heavy rains and flooding can damage crops, increase the spread of diseases, and disrupt roads connecting farms to ports, complicating exports. For farmers and workers, being unable to export bananas means lost income.

“Fairtrade farms are better placed to respond and recover as the cooperative structure provides coordinated community support, and the Fairtrade Premium can be mobilized as emergency funds to help rebuild homes, replant crops and support communities. Equifruit has already diversified sourcing across Fairtrade farms in multiple production areas to protect supply against extreme weather and we have a team based in Latin America supervising quality and following developments locally. We wholeheartedly support Fairtrade’s commitment to preparing farmers and workers for a changing climate. It is vital for the banana industry’s future that farmers receive sustained support from buyers through long-term contracts and prices that reflect living incomes and the cost of sustainable production.”

— Jennie Coleman, President and Owner, Equifruit

“Cocoa is a particularly climate-sensitive crop, requiring stable temperatures, consistent rainfall, and high humidity to thrive. When El Niño disrupts these conditions, farmers can face lower yields, increased production challenges, and greater uncertainty about their incomes. In key cocoa-growing origins across West Africa, including Ghana and Côte d’Ivoire, weather disruptions can affect both farm productivity and farmer livelihoods, particularly when they compound existing challenges such as low incomes and limited capacity to absorb climate shocks. We see El Niño not as an isolated event, but as part of a broader pattern of increasing climate volatility that is placing growing pressure on cocoa-growing communities and the long-term resilience of global cocoa supply.

“Through Tony’s Open Chain, we work with long-term sourcing commitments and invest alongside partner cooperatives in farm and productivity interventions designed to strengthen resilience and improve livelihoods over time. While no sourcing model can eliminate the impacts of extreme weather, long-term partnerships, proactive planning, and a diversified network of sourcing partners help create greater stability when supply conditions become challenging. Ultimately, building more resilient cocoa farms and stronger farmer livelihoods is one of the most important ways to prepare both farmers and the chocolate sector for an increasingly unpredictable climate.”

–Danny Magalhaes, Mission Ally Partnerships Manager North America for Tony’s Open Chain, Tony’s Chocolonely

About Fairtrade America

Fairtrade America works to rebalance trade, making it a system rooted in partnership and mutual respect rather than exploitation. It’s about businesses, shoppers, farmers and workers all working together so we can all experience the benefits of trade. Fairtrade America is the U.S. branch of Fairtrade International, the original and global leader in fair trade certification with more than 30 years of experience working for fair trading practices in more than 60 countries across the globe. A non-profit 501(c)3 organization, Fairtrade America is part of the world’s largest and most recognized fair trade certification program —part of a global movement for change. Learn more at fairtrade.net, and by connecting with Fairtrade America on Facebook, Instagram and LinkedIn.

Media Contact

Liz Davis, ldavis@fairtradeamerica.org | +1 202-930-4349