Author: sHq_LoGiNz

MetLife

MetLife seeks to strengthen long-term business performance by reducing our environmental impact, creating operational efficiencies, managing risk, and enabling sustainable growth. In support of this objective, we have set an ambition to reach Net Zero greenhouse gas (GHG) emissions across our global operations and MetLife’s general account (GA) investment portfolio by 2050 or sooner.¹ Aligned with New Frontier, we aim to reduce emissions where we have control to help minimize risks, strengthen all-weather performance and improve operations. We complement these efforts by using natural resources efficiently, reducing water consumption, and minimizing waste sent to landfills.

Energy and Emissions

MetLife takes a disciplined approach to energy and emissions management to improve efficiencies, enhance performance, help manage risks and support a thriving workforce—implementing initiatives that lower operating costs, promote collaboration and enhance how we deliver responsible growth and long-term value. We have decreased location-based GHG emissions by 52 percent since 2019 and have maintained carbon neutrality for our offices, fleets and business travel since 2016.²

We promote energy efficiency and implement green building practices throughout our 8.9 million square feet of offices, including by:
 

• Consolidating office space and implementing efficiency upgrades, such as installing LED lighting, enhancing building management systems and improving plug load management;
• Strategically managing and optimizing performance of data center operations to reduce total electricity consumption, for example by consolidating mainframes and Intermediate Distribution Frame closets and transitioning from wireless access points to Power over Ethernet;
• Replacing fleet vehicles with electric or hybrid options, where possible;
• Encouraging global reductions in business travel, such as recommending combining trips, traveling by train instead of air and flying premium economy instead of business class on long-haul flights;
• Generating on-site renewable energy at offices in Madrid, Spain, and Nicosia, Cyprus;
• Purchasing renewable energy via energy attribute certificates—issued when one megawatt-hour of electricity is generated and delivered to the grid from a renewable energy resource—to match our global electricity consumption (see GHG Emissions and Energy data in Sustainability Scorecard); and
• Supplementing emissions reductions and energy efficiency initiatives with a diverse portfolio of third-party-certified carbon offset and removal projects that drive tangible economic and community benefits in addition to carbon reduction. As one example, we have partnered with Charm Industrial to reduce wildfire risk in Colorado by converting biomass into biochar, a charcoal-like substance. Beyond carbon sequestration, the partnership is also creating new local jobs and access to employee benefits that help build long-term financial security.

Optimizing High-Performance Offices

We integrate sustainability and well-being features into our offices and operations to create healthy, energizing workplaces. We maintain green leasing guidelines and prioritize using sustainable materials in our buildings, striving for our global offices to be certified to green or healthy building standards, particularly Leadership in Energy and Environmental Design, ENERGY STAR®, Fitwel and Building Research Establishment Environmental Assessment Method. Properties managed by MetLife Investment Management (MIM) also strive for green and healthy building standards.

Within our facilities, we aim to minimize our consumption of water, plastics, paper and other natural resources and reduce the volume of waste, including food waste and e-waste, that we send to landfills. We also provide high levels of indoor air quality and natural light and offer amenities, such as healthy dining options and sit-stand desks. MetLife’s Global Event Operations team prioritizes paperless conferences, local sourcing and eco-friendly alternatives. MetLife also prioritizes sourcing products that allow us to consume less, operate more efficiently and generate co-benefits such as cost savings, when possible.

Please see our Sustainability Scorecard for our water and energy use, waste diversion and green building certification data.

Driving Supply Chain Sustainability

MetLife’s Supplier Inclusion and Sustainability program helps us align suppliers with our environmental stewardship values and expectations for responsible business practices. To drive continuous improvement and mitigate potential sustainability-related risks in our supply chain, we request sustainability information during supplier onboarding and ongoing supplier management processes.

Through supplier engagement, we expand our understanding of our suppliers’ business goals and performance and foster a culture of transparency and collaboration. By 2030, we aim to have two-thirds of our top suppliers by spend set emissions-reduction goals. 68 percent of suppliers by spend had established goals in 2025.³

We work with our suppliers to find innovative opportunities to advance sustainability and encourage our top suppliers to disclose their climate risks, environmental targets and GHG emissions through the annual CDP Questionnaire, so that we can analyze our supply chain for resiliency.

To learn more about MetLife’s broader supplier management practices, see Supplier Management.

Read more about how we are supporting the environment through our sustainability efforts in MetLife’s 2025 Sustainability Report.

 

^{1 See Non-GAAP and Other Financial Disclosures for additional information about MetLife’s GA assets under management (AUM). Learn more about our approach to Net Zero. Please also see Forward-Looking Statements.}

^{2 MetLife’s carbon neutrality efforts apply to global owned and leased offices, global vehicle fleets (Scope 1 and 2 emissions) and employee business travel (Scope 3 Category 6). MetLife purchases energy attribute certificates and carbon credits to offset the remainder of annual emissions in these categories. See Glossary.}

^{3 For the top 80 percent of MetLife suppliers by spend, this target measures suppliers that set public commitments to reduce GHG emissions by 2025 or later, aligned with limiting global temperature rise to 2°C above pre-industrial times. Spend represents procurable spend with third-party suppliers. MetLife uses its own discretion for determining supplier alignment based on supplier’s reported emissions-reduction goal attributes, such as scope coverage, target year, base year and reduction percentage. Evaluation occurs on an annual basis.}

 

 

The Ray recently hosted a webinar on the Connected Construction Data Alliance (CCDA) Transportation Pooled Fund with state Department of Transportation (DOT) partners who lead the nation in digital project delivery and work zone safety initiatives. Pioneering leaders from the Delaware, Maryland, and Iowa DOTs highlighted active connected construction use cases already deployed in their states, including digital as-builts, definitive proof of worker presence supporting work zone speed enforcement, and active work zone alerts pushed directly to dynamic message boards and navigation apps.

Unlocking these applications at scale, along with evolving capabilities like V2X integration and remote inspection, requires clear data standards and specifications, and clear communication of data access gaps and needs to equipment manufacturers.

What Sets the CCDA Apart

Unlike other work zone initiatives, the Connected Construction Data Alliance (CCDA) is the only Transportation Pooled Fund that prioritizes contractor equipment telematics alongside e-Ticketing data, while paving the way for emerging inputs like field sensors, drones, and wearable technology.

As Delaware DOT’s Cassidy Blowers emphasized during the panel:

The true power of the CCDA is establishing a unified, collective State DOT voice to set national data specifications based on practical use cases today and for the future—guiding data access and directing future work zone innovation.

Key Presentation Takeaways

Delaware DOT: Demonstrating how contractor telematics, Waze integration, and HaulHub automate real-time worker presence alerts to protect crews in active work zones.

Maryland DOT SHA: Leveraging statewide e-Construction systems to digitize field workflows, streamline inspection burdens, and improve project reliability.

Iowa DOT: Leading digital delivery, e-Ticketing, and drone integration to modernize construction management and asset tracking.

Iowa State University: Translating applied research into practical frameworks for state DOTs to explore evolving use cases like remote inspections. Existing federal funding streams can support your participation in the CCDA Transportation Pooled Fund and accelerate connected construction deployment, including the State Planning & Research Program Subpart B, EDC-8 Connected Corridors Program, and Congestion Mitigation and Air Quality Improvement Program.

Roxanne Low | Research Analyst—Responsible Investing
Jonathan Berkow | Director of Quantitative Research and Data Science—Equities

From brand risks to regulatory uncertainty, AI poses investment challenges. Is there a way forward?

Artificial intelligence (AI) poses many ethical issues that may translate into risks for consumers, companies and investors. AI regulation, which is developing unevenly across jurisdictions, adds to the uncertainty. The key for investors, in our view, is to focus on transparency and explainability.

The ethical issues and risks of AI begin with the developers who create the technology. From there, they flow to the developers’ clients—companies that integrate AI into their businesses—and on to consumers and society more broadly. Through their holdings in AI developers and companies that use AI, investors are exposed to both ends of the risk chain.

Diverging Rules Shape AI Risk

AI continues to develop briskly, far ahead of most people’s understanding of it. Among those trying to keep up are global regulators and lawmakers, whose activity has recently surged. Many countries have released national AI strategies, and several major jurisdictions have moved from strategy to enforceable rules (Display).

The lack of a uniform approach to AI regulation across jurisdictions creates complexities for international businesses. Regulatory approaches differ in form and scope. The European Union’s (EU) Artificial Intelligence Act adopts a risk-based model, with strict requirements for high-risk AI systems. The US takes a sector-specific approach that emphasizes innovation and competitiveness. China prioritizes state control, data sovereignty and comprehensive monitoring.

This regulatory landscape requires internationally operating businesses to monitor developments closely—and compounds AI’s other risks for investors.

Data Risks Can Damage Brands

In business, AI is often deployed through generative tools—such as text, video and voice generation—and large language models (LLMs). LLMs underpin applications such as chatbots, automated content creation and large-scale data analysis.

Many companies have found that AI innovations may involve potentially brand-damaging risks. These can arise from biases inherent in the data on which LLMs are trained and have resulted in banks inadvertently discriminating against minorities in granting home-loan approvals, and in a US health insurance provider facing a class-action lawsuit alleging that its use of an AI algorithm caused extended-care claims for elderly patients to be wrongfully denied.

Risks also stem from AI training data. In September 2025, Anthropic settled a class action over pirated training data for about $1.5 billion. By year-end, more than 70 generative AI copyright lawsuits had been filed, including The New York Times v. OpenAI and Microsoft, Disney and Universal v. Midjourney, and Getty Images v. Stability AI. AI training data risk is increasingly a quantifiable balance-sheet risk.

Bias, discrimination and training data are key regulatory risks that should be on investors’ radars; others include intellectual property rights and privacy considerations concerning data. Risk-mitigation measures—such as developer testing of the performance, accuracy and robustness of AI models, and providing companies with transparency and support in implementing AI solutions—should also be scrutinized.

Dive Deep to Understand AI Regulations

Regulatory approaches to AI are diverging in ways that matter for investors. The EU’s AI Act, a comprehensive, risk-based framework, has been rolling out in phases since 2024. The US, by contrast, relies on existing federal agencies, voluntary frameworks and state-level laws rather than a single overarching regime. The UK has taken a principles-based approach, deferring comprehensive legislation. And China has moved quickly with targeted rules focused on specific applications—particularly those tied to content control, social stability and data sovereignty.

For investors, this divergence has real implications. It is increasingly relevant to ask which jurisdiction a portfolio company is effectively optimizing for, as the rules governing a global business may vary materially by market.

Investors, in our view, should do more than drill down into jurisdiction-specific AI regulations. They should also understand how existing legal frameworks—such as copyright law to address data infringements and employment legislation where AI has an impact on labor markets—are being applied to AI.

Fundamental Analysis and Engagement Are Key

A useful rule of thumb for investors assessing AI risk is that companies that proactively disclose their AI strategies and policies are likely to be better prepared for new regulations. More generally, fundamental analysis and issuer engagement are central to this area of research.

As we see it, fundamental analysis should examine not only company-level AI risks but also risks along the business chain and across the regulatory environment, testing insights against core responsible-AI principles (Display).

Engagement conversations should address AI issues not only in business operations but also from environmental, social and governance perspectives.

AI Oversight: Questions for Boards and Management 

Questions for investors to ask boards and management include:

• AI integration: How has the company integrated AI into its overall business strategy? What are some specific examples of AI applications within the company?
• Board oversight and expertise: How does the board ensure it has sufficient expertise to effectively oversee the company’s AI strategy and implementation? Are there any specific training programs or initiatives in place?
• Public commitment to responsible AI: Has the company published a formal policy or framework on responsible AI? How does this policy align with industry standards, ethical AI considerations and AI regulation?
• Proactive transparency: Does the company have any proactive transparency measures in place to withstand future regulatory implications?
• Risk management and accountability: What risk management processes does the company have in place to identify and mitigate AI-related risks? Is there delegated responsibility for overseeing these risks?
• Data challenges in LLMs: How does the company address privacy and copyright challenges associated with the input data used to train LLMs? What measures are in place to ensure input data is compliant with privacy regulations and copyright laws? How does the company handle restrictions or requirements related to input data?
• Bias and fairness challenge in generative AI systems: What steps does the company take to prevent and/or mitigate biased or unfair outcomes from its AI systems? How does the company ensure that the output of any generative AI systems used are fair, unbiased and do not perpetuate discrimination or harm to any individual or group?
• Jurisdictional compliance: Does the company comply to the highest global standard by default, or jurisdiction by jurisdiction?
• Incident tracking and reporting: How does the company track and report on incidents related to its development or use of AI, and what mechanisms are in place for addressing and learning from these incidents?
• Metrics and reporting: What metrics does the company use to measure the performance and impact of its AI systems? How are these metrics reported to external stakeholders? How does the company maintain due diligence in monitoring the regulatory compliance of its AI applications?

  Ultimately, the best way through the maze is for investors to stay grounded and skeptical. They should insist on clear answers—and not be unduly impressed by elaborate explanations.

The views expressed herein do not constitute research, investment advice or trade recommendations, do not necessarily represent the views of all AB portfolio-management teams and are subject to change over time.

Learn more about AB’s approach to responsibility here.

What does it take to preserve more than 160 years of family, business, and brand history? Hear from Rachel Guerin, Bacardi Heritage Curator and sixth generation Bacardi family member who shares an inside look at one of the world’s most unique, private corporate heritage collections: the Bacardi Archives.

For most people, history lives in textbooks, museums, or old family photo albums. At Bacardi, the world’s largest privately held international spirits company, heritage is actively preserved, protected, and put to work every day.

Located in Miami, the Bacardi Archives houses more than 20,000 artifacts and records that tell the story of seven generations of family ownership, entrepreneurial resilience, and the evolution of one of the world’s most recognized spirits companies. From century-old rum bottles and original advertisements to family photographs and handwritten business records, the collection serves as both a guardian of the past and a source of inspiration for the future.

To close out Rum Month, Rachel shares some of her favorite stories hidden within the collection and why preserving history remains an important investment for Bacardi and the company’s future. 

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Q: For those who have never heard of the Bacardi Archives, how would you describe it?

Rachel Guerin: Think of the archives as the collective memory of Bacardi. We preserve more than 160 years of family, our rum-making business, and brand history through over 20,000 artifacts and records that help tell the story of who we are, where we’ve been, and how we’ve evolved across seven generations from the very beginning in Santiago de Cuba to a global company. 

Alongside rare Prohibition-bottle eras of our namesake rum and colorful advertisements, we preserve family photographs, important business records, correspondence, packaging, family heirlooms, merchandise and everyday objects that offer a unique window into the people and moments that shaped our history.

Q: When people hear the word “archive,” they often picture dusty boxes tucked away in storage. What do the Bacardi Archives actually look like today?

RG: What surprises most people who reference our archives is that our collections of items really are living; my role as Heritage Curator is to ensure we’re constantly researching and digitizing records that are most at risk of inaccessibility or degradation (and not just the very old ones). 

We’re currently digitizing more than 2,000 VHS tapes and an extensive CD collection containing advertisements, presentations, and campaigns from the 1990s and early 2000s. Though they may not seem that old or dusty in comparison to a document from the 1850s, they are surprisingly more complex to preserve. 

Today in our largely digital world, we work around the clock to evolve to new technologies, tools and systems to make sure we’re protecting born-digital records today that can be accessible for generations to come.

Q: How is the collection used today?

RG: The archives support projects across many areas of our business, from trademark protection and innovation to marketing, education, and brand storytelling. Historical materials help ensure our stories remain factual and authentic while inspiring new ideas for the future.

Recently I’ve collaborated with the BACARDÍ rum brand team to develop a collection of vintage BACARDÍ emblems and graphics from our archives, reimagining them for 21st-century luxury goods.

Beyond supporting business initiatives, the collection is also becoming more visible than ever before. Our new archives showpiece room was intentionally designed as a modern, welcoming environment where our employees, family members, and guests can step inside the world of BACARDÍ from 1862 to present.

Q: Do you have a favorite object in the collection?

RG: A recent favorite object is the very first gold medal BACARDÍ rum ever received at the 1876 Philadelphia Exposition. This award symbolized the moment in time where consumers from the United States and Europe first recognized the unparalleled quality of my great-great-great grandfather Don Facundo Bacardí Massó’s light-bodied rum. Alongside modern marvels of the day like the Remington Typewriter and the Singer sewing machine, BACARDÍ rum won this medal, and the family was so proud they immediately placed its emblem on our bottle label. Today, BACARDÍ is the world’s most awarded rum, and this Philadelphia medal is still proudly represented on our bottle labels, 150 years later.

Q: In what ways does preserving history contribute to a more sustainable future?

RG: Sustainability is often thought of as environmental stewardship, but I think preserving our cultural heritage is equally important.

For family-owned businesses like Bacardi, stewardship has always been about thinking beyond the present moment. The decisions made by previous generations continue to influence us today and help us make more informed decisions, and the records they left behind help us understand not only what they accomplished, but how they navigated challenges, adapted to change, and planned for the future.

When we preserve history, we’re really making an investment in future generations, ensuring they have access to the experiences, wisdom, and stories that shaped the path before them.

Q: Is there a historical figure in the archives whose story continues to resonate with you today?

RG: I am enthralled with the legacy of my great, great grandfather Emilio Bacardí Moreau, the eldest son of founder Don Facundo Bacardí Massó. While he helped lead the family rum business in one of Cuba’s most politically tumultuous and challenging times, his impact extended far beyond rum production and into the very lives of his fellow Cuban citizens. Emilio served as the first democratically elected mayor of Santiago de Cuba following the Spanish American War and devoted much of his life to rebuilding the city and supporting its people. He was a fantastic writer, devoted husband and father, and to me, he perfectly exemplified the importance of stewardship to your community and leaving the world better than you found it.

Q: What do you hope future generations will learn from the collection a hundred years from now?

RG: I hope future generations see that history is never finished; every generation adds a new, exciting chapter to our story. The artifacts my team preserves today will become the historical record of tomorrow, and I hope that sense of stewardship continues on indefinitely. 

More than anything, I hope they see the people behind the story. It’s easy to look at a company with more than 160 years of history and focus on the milestones, products, or business achievements. But when I walk through the archives, what I see are generations of individuals and some of my own ancestors who faced uncertainty, embraced change, and worked hard to build something larger than themselves.

• Hear more from Rachel on a History Factory Podcast.
• View the Bacardi Limited Corporate Story video.
• Explore the Bacardi company’s rich heritage timeline.

CHARLOTTE, N.C., August 26, 2026 /3BL/ – Discovery Education today announced that Mystery Writing, its supplemental writing solution for kindergarten through grade 5, is now available to educators nationwide. Mystery Writing joins Mystery Science, the most widely used K-5 science curriculum in the United States, in reaching the full elementary grade span within Discovery Education’s family of open-and-go, evidence-backed instructional solutions.

Writing instruction has historically received less classroom time and professional learning investment than reading, even though research shows the two skills are deeply interrelated. That is beginning to shift: several states have recently increased funding for evidence-based writing instruction, with 39 states mentioning writing within “science of reading” laws. Mystery Writing gives educators a classroom-ready way to act on that shift now.

“Writing skills are foundational for student success in literacy, yet too often the conversation focuses on reading alone,” said Brian Shaw, CEO of Discovery Education. “As schools work to strengthen literacy outcomes based on learning science, teachers need support to bring high-quality writing instruction into their daily practice alongside reading curricula. Mystery Writing meets that need by combining rigorous, scaffolded instruction with the curiosity and engagement that Discovery Education’s Mystery solutions are known for.”

A Developmental Approach, Grounded in Research

Mystery Writing is built on research showing that writing instruction is most effective when students write frequently, receive explicit and scaffolded instruction, and get timely feedback within a supportive writing community. Every lesson follows the same instructional sequence: an engaging, real-world hook; explicit instruction; scaffolded practice; discussion; independent writing application; and reflection, moving students from guided support toward independent writing.

• Kindergarten and grade 1 (new): a developmental sequence that moves from drawing to labeling to sentence-writing, organized into short, single-skill lessons of about 20 minutes. Lessons are designed to complement a classroom’s existing phonics program, applying students’ phonics knowledge to writing. Teachers can move flexibly within a skill group to meet their students’ needs.
• Grades 2 through 5 (established): genre units in narrative, opinion, and informative writing, plus essential skill lessons that build fundamental writing abilities across genres. Lessons include built-in differentiation, structured partner work, and pre- and post-unit assessments so teachers can track student progress.

Mystery Writing lessons are open-and-go, simplifying implementation: teachers can begin teaching with minimal preparation. The program’s explicit, step-by-step instruction and scaffolded tasks build students’ confidence and independence as writers over time, enabling young writers to overcome the common fear of the blank page.

Evidence-Backed Impact

In December 2023, LearnPlatform by Instructure, an independent edtech research organization, completed a logic model review of Mystery Writing that satisfies Level IV evidence requirements (“Demonstrates a Rationale”) under the Every Student Succeeds Act (ESSA). This evidence tier reflects a well-specified logic model informed by prior research, together with active planning for a higher-tier effectiveness study; it also means districts can apply Title funds toward a Mystery Writing purchase. Discovery Education has since begun planning an ESSA Level III study examining Mystery Writing usage and its relationship to student writing outcomes.

“Mystery Writing covers all three types of writing—informative, persuasive, and narrative—which is exactly what our state standards require,” said Stacey Leary, 4th Grade Teacher in New Hampshire. “I love that the resources in Mystery Writing are right there in the lessons to click on and print. The step-by-step instructions save me time with planning.”

Availability and Trial for Classrooms, Schools, and Districts

Teachers and parents or guardians can sign up for a free, year-long trial of Mystery Writing at https://writing.mysteryscience.com/. A Getting Started Guide is available to help educators plan how to use Mystery Writing in their classrooms. Mystery Writing is also available for purchase by schools and districts.

About Discovery Education

Discovery Education is a global education technology leader whose innovative solutions empower educators and progress student learning. Discovery Education’s solutions have served more than 100 million students globally, supporting effective teaching and learning in 45% of U.S. K-12 schools and in 100+ countries and territories. The company’s portfolio includes award-winning core and supplemental curriculum, high-quality standards-aligned content, and AI-enabled teaching and learning tools. Solutions span math, science, literacy, social studies, and career-connected learning, including instructionally-aligned content developed through one-of-a-kind partnerships with industry leaders to bring real-world relevance into every lesson. Learn more at www.DiscoveryEducation.com.

Media Contact

Ali Koper
AKoper@DiscoveryEd.com
503-415-9699

PITTSBURGH, August 26, 2026 /3BL/ — Wesco International (NYSE: WCC) announced it has been named a Europe winner in the 2026 Blackbaud Impact Awards, earning the Silo Buster Award for its leadership in transforming Wesco Cares from a primarily U.S.-based initiative into a more globally integrated community impact program. The award recognizes organizations and individuals that are leveraging technology, innovation, and data-driven strategies to advance their missions, strengthen communities, and drive meaningful, lasting social impact.

Over the past several years, Wesco has expanded the reach of Wesco Cares throughout Europe by building a more connected, globally aligned approach to community engagement. Through the use of Blackbaud YourCause and Impact Edge, the company established consistent governance practices, strengthened nonprofit vetting processes, launched an EMEA Client Engagement Fund and created new opportunities for employees to participate in giving and volunteerism. These efforts helped transform Wesco Cares into a more integrated, data-driven global program and contributed to an over 400% year-over-year increase in employee engagement in the United Kingdom.

“This recognition reflects what can happen when people come together around a shared commitment to making a difference,” said John Engel, Chairman, President and Chief Executive Officer of Wesco. “Across Wesco, our employees are passionate about supporting the communities where we live and work. Their dedication has helped expand the reach of Wesco Cares, strengthen community partnerships and create more opportunities for employees to give back. We are honored by this recognition and proud of the positive impact our teams continue to make around the world.”

The Silo Buster Award recognizes organizations that have broken down barriers, increased collaboration and connected people, processes and data to achieve greater impact. Wesco was selected for its success in integrating philanthropy into its EMEA business strategy, aligning regional and global efforts, and creating a more unified approach to community investment and employee engagement. The initiative demonstrates how collaboration, technology and shared accountability can drive sustainable results across a global organization.

Additional highlights from Wesco’s award-winning initiative include:

• Established formal governance, charity vetting and approval processes to support scalable growth across EMEA.
• Launched the EMEA Client Engagement Fund, connecting community impact with customer and business relationships.
• Added regional sustainability leadership to Wesco Cares governance, helping align local priorities with global strategy.
• Increased combined employee engagement in the United Kingdom by over 400% year over year through expanded volunteer and giving opportunities.
• Created a more globally integrated model for philanthropy that offers employees around the world meaningful ways to give back.

This year’s Blackbaud Impact Awards celebrate organizations and leaders across Europe, North America and Asia Pacific that are breaking down barriers, accelerating innovation and transforming how social impact is delivered. Winners were selected from a global field of applicants representing nonprofits, educational institutions, healthcare organizations, foundations and purpose-driven companies.

“The organisations and individuals recognised through this year’s Blackbaud Impact Awards demonstrate what’s possible when mission-driven leadership is paired with innovation,” said Todd Lant, chief customer officer, Blackbaud. “Across Europe and around the world, they’re using technology, data, and creativity to deepen engagement, deliver measurable outcomes, and build stronger communities. We’re proud to celebrate their success and the meaningful impact they’re creating.”

Blackbaud will honor winners during bbcon 2026, the company’s annual technology conference. Learn more about the Blackbaud Impact Awards and this year’s winners at Blackbaud Impact Awards.

To learn more about Wesco in the community visit Wesco.com.

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

 

Originally published on newsroom.marykay.com

DALLAS, August 26, 2026 /3BL/ – After more than three decades of empowering women, transforming lives, and building one of the most recognized beauty entrepreneurship platforms in China, Mary Kay is entering a new era of growth and innovation, marking a significant milestone in the company’s long-term growth strategy in one of its most important global markets.

Under the leadership of General Manager Mark Chen, Mary Kay China and Hong Kong is accelerating its business transformation, combining its powerful heritage of women’s empowerment with a renewed focus on innovation, digital excellence, and modern entrepreneurship to unlock the next generation of opportunity.

Chen joined Mary Kay, a global leader in beauty and women’s empowerment, a year ago, bringing extensive experience in brand management, market operations, and organizational leadership through tenures at global companies and powerhouse brands across various industries, including Saputo Dairy, Philips, Danone, Ferrero, and P&G, as well as a track record in business transformation.

Chen has prioritized product innovation, digital excellence, and the empowerment of Independent Beauty Consultants, balancing legacy and modernization while shaping the business for sustained growth.

“For more than three decades, Mary Kay has built an iconic presence in China, defined by pioneering business milestones and a lasting impact on generations of women through the dedication of our Independent Beauty Consultants,” said Mark Chen, General Manager of Mary Kay China and Hong Kong. “As we look to the future, I am honored to lead a brand that brings together innovation, empowerment, and community and to accelerate our modernization, inviting all generations to experience the transformative power of Mary Kay in their own lives and in the lives of others.”

“At Mary Kay, our greatest achievement is measured in the lives changed. Every day, our Independent Beauty Consultants in China demonstrate what’s possible when women are given a viable opportunity,” said Tara Eustace, Chief Opportunity and Sales Officer of Mary Kay Inc. “Mark Chen’s leadership ushers in an exciting new chapter in our company’s story in China. His expertise in business transformation and strategic vision will be instrumental in driving growth at Mary Kay China.”

Under Chen’s leadership, Mary Kay China is sharpening its focus on three strategic pillars:

• Innovation-Led Growth: Expanding its skincare leadership with a robust product pipeline and continued investment in R&D. Mary Kay plans to launch 29 new products by 2026, reinforcing its leadership in skincare innovation.
• Digital-First Empowerment: Enabling entrepreneurs through AI tools, social commerce, and a seamless, low-barrier business model. Embracing the digital economy, Mary Kay has created the Authorized Online Exclusive Store, a custom-built entrepreneurial platform for Beauty Consultants. The company manages key operational functions, including e-store setup, shipping, and after-sales service, while incorporating innovative tools such as AI-powered skin analysis to enhance customer experience. This enables consultants to launch with zero inventory and focus on delivering beauty expertise and personalized care. At the same time, Mary Kay remains committed to its signature high-touch service. From one-on-one beauty consultations and guidance to its 30-day satisfaction guarantee, every interaction is designed to build trust and deliver a professional, caring experience.
• Community and Purpose: To advance its mission of empowering women through entrepreneurship, education, and social impact, Mary Kay introduced the Mary Kay Beauty Consultant Development Program. Supported by the e-Beauty Station and My Coach app, the program offers nearly 100 expert-led courses in dermatology and product knowledge, along with extensive marketing resources, enabling newcomers to build skills, overcome entry barriers, and unlock growth opportunities.

Impact Powerhouse

Since its inception in 1995, Mary Kay China has celebrated a series of milestones in business excellence:

• Legacy: Mary Kay has been present in China for over 30 years, supporting millions of women entrepreneurs and customers.
• Beauty Innovation Leadership: Mary Kay has invested millions annually in R&D and conducts extensive product safety and efficacy testing.
• Best-In-Class Manufacturing: In 2006, Mary Kay established its manufacturing facility in Hangzhou, Zhejiang Province. With a cumulative investment of 700 million Chinese yuan, this facility has provided a solid foundation for rapid market expansion and the development of products tailored to the unique needs of Chinese women.
• Social & Economic Impact: Mary Kay China has supported over 260,000 women through meaningful entrepreneurship and social impact programs.

Top-tier Recognition

Mary Kay China garnered 14 Company awards in China in 2025 and 2026.

• Sustainability and Social Responsibility 
  • Mary Kay was recognized with a Golden Bee Award for excellence in “Gender Equality Information Disclosure” at the 18th International Conference on Sustainability Reporting, held in Beijing. Of the 3,100 companies that submitted their 2025 sustainability reports, Mary Kay ranked among the top 3%.
  • Mary Kay was honored with “Pioneer Enterprise in Green and Sustainable Development” and “Role Model for Social Responsibility” at the 2025 Yangtze River Delta Health and Beauty Industry High-Quality Development Conference.
  • Mary Kay was recognized in 2026 as a “Supporting Unit for Cultural Volunteer Services for the Disabled in Jing’an District” for its long-standing commitment to inclusion, employee volunteerism, and community engagement.
• Business Excellence 
  • Mary Kay was named “Annual Influential Enterprise in New Consumption” by the NCBC New Consumption Maker Carnival and World Direct Selling Brand Festival Committee in both 2025 and 2026.
  • Mary Kay was honored as “Outstanding Enterprise” (2025) and “New Business Value Symbiosis Benchmark Enterprise” (2026) by the New Business Value Interaction Conference and Digital Economy AI Empowerment Summit Forum.
  • Mary Kay was named a “2025 Respected Direct Selling Enterprise” at the Golden Wild Goose Awards.
  • Mary Kay received the top “Annual Outstanding Enterprise” honor at the 2025 GDS Jude Awards, presented during the Global Marketing Industry Forum and Global Direct Selling Summit.
  • Mary Kay earned the “Annual Corporate IP Award” at the 2025 Xiaomao Beautiful Life Entrepreneur IP Conference for creating high-quality brand content across social platforms.
  • Mary Kay received the “Outstanding Contribution Award for High-Quality Development” from the Jing’an District government in 2025.
• Workplace Excellence
  • Mary Kay was awarded “2026 Jing’an District Advanced Collective for Job Excellence” at the district’s Outstanding Contributions to Job Excellence Commendation Conference.
• Customer Experience Leadership
  • Mary Kay was recognized as a “2024 Innovative Case for Optimizing the Consumption Environment in the Direct Selling Industry” during China Consumer News’ 2025 3·15 Campaign, highlighting the professional pre- and post-sales support provided by Mary Kay Independent Beauty Consultants.

Topping the Global Charts

• Mary Kay was named the World’s No. 1 Direct Selling Brand in Skincare and Color Cosmetics by Euromonitor International for four consecutive years.
• Mary Kay ranks No. 8 on the Forbes Best Brands for Social Impact 2026 list among nearly 5,500 brands.
• Mary Kay ranks No. 2 on the Forbes Best Customer Service 2026 list among 3,500 brands.

Guided by innovation, purpose, and entrepreneurial spirit, Mary Kay is not simply celebrating a remarkable 30-plus-year legacy; it is building the foundation for its most dynamic chapter yet.

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About Mary Kay

One of the original glass ceiling breakers, Mary Kay Ash founded her dream beauty brand in Texas in 1963 with one goal: to enrich women’s lives. That dream has blossomed into a global company with millions of independent sales force members in 40 markets. For over 60 years, the Mary Kay opportunity has empowered women to define their own futures through education, mentorship, advocacy, and innovation. Mary Kay is dedicated to investing in the science behind beauty and manufacturing cutting-edge skincare, color cosmetics, nutritional supplements, and fragrances. Mary Kay believes in preserving our planet for future generations, protecting women impacted by cancer and domestic abuse, and encouraging youth to follow their dreams. Learn more at marykayglobal.com. Find us on Facebook, Instagram, and LinkedIn.

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<sup>1.“Source Euromonitor International Limited; Beauty and Personal Care 2026 Edition, value sales at RSP, 2025 Data”
2. Alan Schwarz, Forbes Staff. (March 17, 2026). “2026 Best Brands for Social Impact.”
3. Alan Schwarz, (October 14, 2025). “2026 Best Customer Service.” https://www.forbes.com/lists/best-customer-service/</sup>