Author: sHq_LoGiNz

Elliott, the largest independent shareholder of Toyota Industries, believes the revised tender offer very significantly undervalues the Company and does not intend to tender its shares

LONDON, Jan. 18, 2026 /PRNewswire/ — Elliott Investment Management L.P. and Elliott Advisors (UK) Limited (“Elliott”), which advise funds that together have a significant ownership stake in Toyota Industries Corporation (“Toyota Industries” or the “Company”), today published an open letter to the Company’s shareholders.

In the letter, Elliott outlined its opposition to the revised tender offer by Toyota Fudosan Co., Ltd. at ¥18,800 per share (the “Revised TOB”), which Elliott believes very significantly undervalues Toyota Industries. Elliott’s analysis showed the Company’s intrinsic net asset value to be more than ¥26,000 per share as of January 16, 2026 – almost 40% above the Revised TOB price – and that the Standalone Plan for Toyota Industries offers a clear path to a valuation of more than ¥40,000 per share by 2028.

The letter highlighted significant deficiencies in the transaction governance process and noted that if the Revised TOB succeeds, it would represent a setback for Japan’s corporate governance reforms and dampen investor interest in the Japanese market. Elliott does not intend to tender its shares into the Revised TOB and strongly encourages other shareholders not to tender.

The full text of the letter can be read at https://elliottletters.com and is included below:

Dear Fellow Shareholders of Toyota Industries Corporation:

We write on behalf of funds advised by Elliott Investment Management L.P. and Elliott Advisors (UK) Limited (together “Elliott” or “we”) as the largest minority investor in Toyota Industries Corporation (the “Company” or “Toyota Industries”).¹ Our investment reflects our strong conviction in the Company, its value and its immense potential as a standalone business.

Based on our conversations with many of you, we know that you share our concerns regarding the attempt by Toyota Fudosan Co., Ltd (“Toyota Fudosan”) to squeeze out minority shareholders of Toyota Industries at a deeply discounted and unfair valuation in a coercive transaction. Although Toyota Fudosan’s revised tender offer bid at ¥18,800 per share (the “Revised TOB”) acknowledges the inadequacy of the original transaction terms, the new price continues to very substantially undervalue Toyota Industries, whose intrinsic net asset value is ¥26,134 per share or almost 40% above the Revised TOB price. If successful, the Revised TOB would represent a major setback for corporate governance, minority shareholder rights and fair M&A in Japan. Elliott opposes the Revised TOB as it is not in the best interests of minority shareholders and because we believe substantially more value can be generated by pursuing the Standalone Plan for the Company (described below) than by tendering into this wholly inadequate offer.

Elliott does not intend to tender its shares into the Revised TOB and we strongly encourage other shareholders not to tender.

Key Takeaways

Elliott has followed Toyota Industries for many years and has invested significant time and resources in underwriting its investment in the Company. We have worked with leading commercial consulting firms, former employees, industry executives, asset valuation experts, tax advisors, law firms and accountants to form our views on the Company’s business and significant financial assets.

Our conclusions are as follows:

• Toyota Industries owns world-class, market-leading businesses that are dominant in their respective areas, are exposed to positive secular tailwinds and have tremendous growth potential. These include the Company’s materials handling business, which is a global market leader and well positioned for future growth;
• Beyond its best-in-class operating businesses, Toyota Industries holds valuable minority stakes in publicly traded companies that together are worth more than the entire market capitalization at the Revised TOB price and account for two-thirds of the intrinsic net asset value (“NAV”) of Toyota Industries;
• The initial tender offer bid pre-announced on June 3, 2025 (the “Original TOB”) significantly undervalued Toyota Industries at ¥16,300 per share;
• Since the Original TOB was pre-announced, the value of Toyota Industries’ stakes in publicly traded companies has increased by more than 40% and its closest operating peer has appreciated by over 50% – yet the Revised TOB captures only a fraction of this increase, widening the gap to fair value;
• The transaction governance process remains deeply flawed, with deficiencies in the Original TOB only superficially addressed in the Revised TOB, representing a setback for corporate governance reform in Japan; and
• The Standalone Plan (described below) offers a clear path to NAV of more than ¥40,000 per share by 2028 – more than double the Revised TOB price.

A Fork in the Road for Toyota Industries Shareholders

The Revised TOB presents Toyota Industries shareholders with a choice that will determine the future of the Company. It is also a test of the effectiveness and credibility of Japanese corporate governance more broadly.

For more than a decade, Japanese policymakers, regulators and market participants have worked to improve the governance standards of the country’s world-class businesses and capital markets. The METI Fair M&A Guidelines², the Guidelines for Corporate Takeovers³, the Code of Corporate Conduct in the Securities Listing Regulation⁴, and the broader effort to promote fair M&A practices are meant to protect shareholders in situations precisely like this one. The question now is whether those protections have substance – or whether, when tested, powerful companies like Toyota Industries can forcibly squeeze out their minority shareholders at a fraction of the investment’s fair value.

If a transaction on these terms is permitted to proceed – at a price representing a significant discount to fair value, through a process with structural conflicts, and over the objections of a broad coalition of institutional shareholders – it will send a discouraging signal about the effectiveness of Japan’s vital governance reforms and set a dangerous precedent for shareholders in other Japanese companies. The credibility of the Toyota Group and Japan’s capital markets are at stake. If, on the other hand, shareholders reject an inadequate offer and the Company pursues a path that maximizes value for all stakeholders, it will demonstrate that Japan’s governance modernization is real.

We believe this is a decisive moment. As the largest non-conflicted minority investor in Toyota Industries, we face a clear choice: accept an inadequate price, or decline to tender and retain ownership in a world-class industrial and materials handling business capable of delivering substantially greater value. Elliott is committed to the latter – and we believe it represents the better outcome for long-term shareholder value.

Significant Undervaluation from the Start

When the Original TOB at ¥16,300 per share was pre-announced on June 3, 2025, our valuation analysis showed Toyota Industries’ NAV to be ¥20,696 per share (see Appendix 1). Due to the Company’s opaque disclosures, we were not able to reconcile the significant gap between the Original TOB price and the Company’s true intrinsic value, but we suspect the key factors were some combination of:

• A discount applied to Toyota Industries’ stakes in publicly traded companies, which have a visible and known price and therefore cannot plausibly be undervalued in any offer;
• An inappropriately low valuation of the Company’s best-in-class operating businesses, including the world’s leading materials handling business; and
• No value given to the substantial tax savings available when unwinding cross-shareholdings through issuer buybacks. This structure benefits from a favorable deemed dividend treatment that Toyota Industries can utilize – and which it indeed envisages will be utilized, as part of both the Original and Revised TOB plans.

There was overwhelming consensus among market participants that the Original TOB was, at the time, fundamentally undervaluing Toyota Industries – evidenced by the share price trading 13% above the Original TOB price on the trading day before the pre-announcement. In our assessment, Toyota Industries’ NAV on June 3, 2025 – before any of the subsequent appreciation – was ¥20,696 per share, representing a 27% premium to the Original TOB price and a 10% premium to the Revised TOB price.

The Undervaluation Has Only Widened

Since the Original TOB was pre-announced, Toyota Industries’ intrinsic value has materially increased. Our analysis shows NAV of ¥26,134 per share on January 16, 2026 (see Appendix 2). Toyota Industries’ NAV has risen by ¥5,438 per share since the Original TOB, while the Revised TOB represents an increase of only ¥2,500 per share (see Appendix 3).

The key drivers of the demonstrable increase in NAV from June 3, 2025 to January 16, 2026 include:

• An increase in the value of Toyota Industries’ stakes in publicly traded companies. These stakes have increased in value by more than 40%, or ¥5,720 per share before tax. Net of tax, the value of these stakes has increased by ¥4,805 per share since the Original TOB was pre-announced; ⁵
• An increase in the market valuation of Toyota Industries’ core operating businesses. KION Group AG (“Kion”) is the most relevant peer company, given its number-two position in the global materials handling market. Kion’s share price increased by more than 50% between the Original TOB and the Revised TOB; and
• Cash generation by Toyota Industries, as well as other changes in assets and liabilities at the Company during this time period as customary in a NAV analysis, net of the settlement of the emissions-related class action lawsuit in the U.S.

In this context, the Revised TOB is wholly inadequate. The significant undervaluation evident at the time of the Original TOB pre-announcement on June 3, 2025 has not been addressed, nor will minority shareholders participate in the indisputable increase in the value of Toyota Industries’ stakes in publicly traded companies or in the market value of the Company’s operating businesses since the Original TOB.

The disconnect is evident from the final negotiations over the Revised TOB:

• On January 9, 2026, in response to a proposed offer price of ¥18,600, it was deemed that the price “still significantly deviates from the price level envisioned by the Company’s board of directors and the Special Committee, and must be largely increased also from the perspective of securing minority shareholders…in light of the fact that there is an increasing trend in the share prices of TMC and the Three Toyota Group Companies owned by the Company, the Tender Offer Price must be proposed factoring in the risk of price fluctuations up to the scheduled announcement date of commencement of the Tender Offer…”.⁶
• The Special Committee urged Toyota Fudosan to “substantially increase” the proposed offer price accordingly, acknowledging both the inadequacy of ¥18,600 and the rising value of the Company’s stakes in publicly traded companies.
• On January 12, 2026, Toyota Industries received the final Revised TOB price of ¥18,800 per share from Toyota Fudosan. On January 13, 2026, just one day after the proposal was received, Toyota Motor Corporation’s share price rose by 7.5% and the Company’s other stakes in publicly traded companies also increased in value. This rise resulted in a ¥1,005 per share increase in the post-tax intrinsic value of Toyota Industries – an increase which should have been fully accounted for in a further revised TOB price, but which was not.
• Despite the foregoing, on January 14, 2026, the Company accepted and recommended the Revised TOB price of ¥18,800 – just a cosmetic ¥200 more than the price which, days before, the Company had said deviated significantly from its expectations and needed to be substantially increased to safeguard minority shareholder interests – even before the increase in value of the Company’s stakes in publicly traded companies on January 13, 2026.

This example demonstrates that intrinsic value growth from Toyota Industries’ stakes in publicly traded companies has not been appropriately captured in the price negotiation process. It is therefore unsurprising that Toyota Industries’ representatives, at the January 14, 2026 press conference, were unable to explain how the significant increase in the value of the Company’s publicly traded stakes since the Original TOB announcement had been reflected in the Revised TOB price.

The deficiencies in the Revised TOB price are also evident from the shockingly low implied valuation under other methodologies:

• Less than 1x estimated book value: The Revised TOB price is materially below our estimate of IFRS book value as of December 31, 2025 (see Appendix 4). It is even further below our pro forma estimate of book value as of today, given the subsequent material increase in value of Toyota Industries’ stakes in publicly traded companies and in the overall Japanese stock market.
• Less than 1x EBITDA for the core operating business: At the Revised TOB price, Toyota Fudosan would effectively be acquiring the core operating business at a valuation of less than 1x EBITDA (see Appendix 5), resulting in ¥2.2 trillion of value accruing to Toyota Fudosan that instead should accrue to Toyota Industries’ shareholders.

The market appears to share our assessment. Toyota Industries’ shares have traded above the Revised TOB price since the January 14, 2026 announcement, indicating continued investor dissatisfaction with the transaction terms.

A Coercive Transaction

The fundamental conflicts and inherent coercion that arise from the Revised TOB and network of interconnected Toyota Group transactions call for enhanced transparency and adherence to the fundamental protections and fairness measures for minority shareholders. These are enshrined in the Fair M&A Guidelines, the Guidelines for Corporate Takeovers, and the Code of Corporate Conduct in the Securities Listing Regulation. Instead, the Revised TOB disregards many of the core principles underpinning these frameworks, including:

• Lack of true majority-of-minority protection: The Company claims the Revised TOB satisfies a majority-of-minority standard because the Toyota Group companies – which are clearly interested parties in the transaction – have not entered into binding agreements to tender their shares. This claim is disingenuous. On the one hand, the Company claims that these Toyota affiliates are independent. On the other, it rejected a legally binding offer from a third party to purchase the Company’s cross-shareholding in one of these Toyota affiliates at a higher price on the basis that selling the stake would jeopardize the Revised TOB.⁷ Under the currently proposed majority-of-minority condition, only 42% of non-Toyota Group shareholders need to tender into the Revised TOB, which is meaningfully below a true majority-of-minority threshold (see Appendix 6).
• Financial advisors that lack independence: Mitsubishi UFJ Morgan Stanley Securities and SMBC Nikko Securities – financial advisors to the Special Committee and the Company, respectively – are affiliated with entities that are key lenders to the offeror group, creating a clear conflict of interest.
• Abuse of minority shareholders to benefit Toyota Group companies: Toyota Industries has over-invested in its automobile business for years, as evidenced by exceptionally high capital intensity compared to peers and a bloated nearly ¥1 trillion asset base in this division, combined with an unacceptable low-single-digit return on invested capital. While this business is critical to the operations of Toyota Motor Corporation, it does not serve the best interests of Toyota Industries’ shareholders.

The Standalone Plan for Toyota Industries

We have been discussing a standalone plan for the Company (the “Standalone Plan”) with members of the Company’s Board and Special Committee for several months. The Standalone Plan represents a clear alternative to the Revised TOB that will generate significantly more value for Toyota Industries’ shareholders. The Company holds the number-one global position in forklifts, with 28% market share, and has a world-class automation systems business with attractive growth prospects. Toyota Industries also has substantial financial assets, a strong balance sheet and significant opportunities for operational improvement.

Elliott sees a clear path for Toyota Industries to achieve a valuation of more than ¥40,000 per share by 2028 through the Standalone Plan. Key elements of the Standalone Plan include:

• Unwinding cross-shareholdings outside the context of any tender offer;
• Capturing the significant margin improvement opportunity in the business, through consolidation initiatives, product revitalisation and increased efficiency;
• Improving capital allocation by ceasing overinvestment in the automotive segment, which today predominantly serves the interests of Toyota Motor Corporation rather than Toyota Industries, as well as other initiatives; and
• Implementing governance reforms to ensure Toyota Industries operates for the benefit of its own shareholders rather than other Toyota Group stakeholders.

The choice for Toyota Industries’ shareholders is not between accepting ¥18,800 or receiving less. It is between accepting ¥18,800 today or retaining ownership in a strong business capable of delivering more than twice that value over the medium term. Elliott plans to release further details of the Standalone Plan in the near future.

Do Not Tender

Elliott has no intention of tendering its shares into the Revised TOB and we strongly encourage other shareholders not to tender.

Based on our analysis, the Revised TOB significantly undervalues the Company and is not in the best interests of shareholders. Toyota Industries’ recent trading price suggests the broader market agrees. With a clear path to unlocking value as a standalone company through operational improvements and more efficient capital allocation, there is no imperative to proceed with this transaction. As a supportive long-term shareholder, we believe the Company has immense value-creation potential.

Even absent the implementation of the Standalone Plan, we believe that the Toyota Industries share price would, in the near term, significantly increase above its current levels if the Revised TOB fails, because the share price has been materially anchored down by the Original and Revised TOBs ever since the June 3, 2025 pre-announcement.

The outcome of this tender offer depends on the decisions of genuinely independent shareholders. If a sufficient number decide not to tender, the offer will not succeed at this price. Independent shareholders have the opportunity to determine whether they receive fair value for their investment – either through meaningfully improved transaction terms or through the Company pursuing a standalone path.

The implications of this transaction are far-reaching. If the Revised TOB is allowed to succeed, it will result in a substantial and potentially irreversible setback for Japan’s corporate governance reforms and dampen investor interest in the Japanese market. As one of the largest and most important corporate groups in Japan, how the Toyota Group acts will set the tone for how both domestic and foreign investors view the Japanese market. Every shareholder has a voice in this transaction and can affect its outcome. We urge you to advocate for a better outcome for Toyota Industries and its shareholders by declining to tender your shares.

Sincerely,

Aaron Tai
Portfolio Manager

Gordon Singer
Managing Partner

DISCLAIMER

This document has been issued by Elliott Advisors (UK) Limited (“EAUK”), which is authorized and regulated by the United Kingdom’s Financial Conduct Authority (“FCA”), and Elliott Investment Management L.P. (“EIMLP”). Nothing within this document promotes, or is intended to promote, and may not be construed as promoting, any funds advised directly or indirectly by EAUK and EIMLP (the “Elliott Funds”).

This document is for discussion and informational purposes only. The views expressed herein represent the opinions of EAUK, EIMLP and their affiliates (collectively, “Elliott Management”) as of the date hereof. Elliott Management reserves the right to change or modify any of its opinions expressed herein at any time and for any reason and expressly disclaims any obligation to correct, update or revise the information contained herein or to otherwise provide any additional materials.

All of the information contained herein is based on publicly available information with respect to Toyota Industries Corporation (the “Company”), including public filings and disclosures made by the Company and other sources, as well as Elliott Management’s analysis of such publicly available information. Elliott Management has relied upon and assumed, without independent verification, the accuracy and completeness of all data and information available from public sources, and no representation or warranty is made that any such data or information is accurate. Elliott Management recognizes that there may be confidential or otherwise non-public information with respect to the Company that could alter the opinions of Elliott Management were such information known.

No representation, warranty or undertaking, express or implied, is given and no responsibility or liability or duty of care is or will be accepted by Elliott Management or any of its directors, officers, employees, agents, or advisors (each an “Elliott Person”) concerning: (i) this document and its contents, including whether the information and opinions contained herein are accurate, fair, complete or current; (ii) the provision of any further information, whether by way of update to the information and opinions contained in this document or otherwise to the recipient after the date of this document; or (iii) that Elliott Management’s investment processes or investment objectives will or are likely to be achieved or successful or that Elliott Management’s investments will make any profit or will not sustain losses. Past performance is not indicative of future results. To the fullest extent permitted by law, none of the Elliott Persons will be responsible for any losses, whether direct, indirect or consequential, including loss of profits, damages, costs, claims or expenses relating to or arising from the recipient’s or any person’s reliance on this document.

Except for the historical information contained herein, the information and opinions included in this document constitute forward-looking statements, including estimates and projections prepared with respect to, among other things, the Company’s anticipated operating performance, the value of the Company’s securities, debt or any related financial instruments that are based upon or relate to the value of securities of the Company (collectively, “Company Securities”), general economic and market conditions and other future events. You should be aware that all forward-looking statements, estimates and projections are inherently uncertain and subject to significant economic, competitive, and other uncertainties and contingencies and have been included solely for illustrative purposes. Actual results may differ materially from the information contained herein due to reasons that may or may not be foreseeable. There can be no assurance that the Company Securities will trade at the prices that may be implied herein, and there can be no assurance that any estimate, projection or assumption herein is, or will be proven, correct.

This document is for informational purposes only, and does not constitute (a) an offer or invitation to buy or sell, or a solicitation of an offer to buy or sell or to otherwise engage in any investment business or provide or receive any investment services in respect of, any security or other financial instrument and no legal relations shall be created by its issue, (b) a “financial promotion” for the purposes of the Financial Services and Markets Act 2000 of the U.K. (as amended), (c) “investment advice” as defined by the FCA’s Handbook of Rules and Guidance (“FCA Handbook”), (d) “investment research” as defined by the FCA Handbook, (e) an “investment recommendation” as defined by Regulation (EU) 596/2014 and by Regulation (EU) No. 596/2014 as it forms part of U.K. domestic law by virtue of section 3 of the European Union (Withdrawal) Act 2018 (“EUWA 2018”) including as amended by regulations issued under section 8 of EUWA 2018, (f) any action constituting “investment advisory business” as defined in Article 28, Paragraph 3, Item 1 of the Financial Instruments and Exchange Law of Japan (the “FIEL”), (g) any action constituting “investment management business” as defined in Article 28, Paragraph 4 of the FIEL, or (h) financial promotion, investment advice or an inducement or encouragement to participate in any product, offering or investment. No information contained herein should be construed as a recommendation by Elliott Management. This document is not intended to form the basis of any investment decision or as suggesting an investment strategy. This document is not (and may not be construed to be) legal, tax, investment, financial or other advice. Each recipient should consult their own legal counsel and tax and financial advisors as to legal and other matters concerning the information contained herein. This document does not purport to be all-inclusive or to contain all of the information that may be relevant to an evaluation of the Company, Company Securities or the matters described herein.

No agreement, commitment, understanding or other legal relationship exists or may be deemed to exist between or among Elliott Management and any other person by virtue of furnishing this document. Elliott Management is not acting for or on behalf of, and is not providing any advice or service to, any recipient of this document. Elliott Management is not responsible to any person for providing advice in relation to the subject matter of this document. Before determining on any course of action, any recipient should consider any associated risks and consequences and consult with its own independent advisors as it deems necessary.

The Elliott Funds may have a direct or indirect investment in the Company. Elliott Management therefore has a financial interest in the profitability of the Elliott Funds’ positions in the Company. Accordingly, Elliott Management may have conflicts of interest and this document should not be regarded as impartial. Nothing in this document should be taken as any indication of Elliott Management’s current or future trading or voting intentions which may change at any time. Elliott Management reserves the right to change its voting intention at any time notwithstanding any statements in this document.

Elliott Management intends to review its investments in the Company on a continuing basis and depending upon various factors, including without limitation, the Company’s financial position and strategic direction, the outcome of any discussions with the Company, overall market conditions, other investment opportunities available to Elliott Management, and the availability of Company Securities at prices that would make the purchase or sale of Company Securities desirable, Elliott Management may from time to time (in the open market or in private transactions, including since the inception of Elliott Management’s position) buy, sell, cover, hedge or otherwise change the form or substance of any of its investments (including Company Securities) to any degree in any manner permitted by law and expressly disclaims any obligation to notify others of any such changes. Elliott Management also reserves the right to take any actions with respect to its investments in the Company as it may deem appropriate.

Elliott Management has not sought or obtained consent from any third party to use any statements or information contained herein. Any such statements or information should not be viewed as indicating the support of such third party for the views expressed herein. All trademarks and trade names used herein are the exclusive property of their respective owners.

About Elliott

Elliott Investment Management L.P. (together with its affiliates, “Elliott”) manages approximately $76.1 billion of assets as of June 30, 2025. Founded in 1977, it is one of the oldest funds under continuous management. The Elliott funds’ investors include pension plans, sovereign wealth funds, endowments, foundations, funds-of-funds, high net worth individuals and families, and employees of the firm. Elliott Advisors (UK) Limited is an affiliate of Elliott Investment Management L.P.

Investor Contacts:

Okapi Partners LLC
New York: Pat McHugh
T:+1 212 297 0720
Toll Free: (877) 629-6357
London: Christian Jacques
T: +44 20 3031 6613
TICO@okapipartners.com

Media Contacts:

London
Stijn van de Grampel
Elliott Advisors (UK) Limited
T: +44 20 3009 1061
svdgrampel@elliottadvisors.co.uk

New York
Stephen Spruiell
Elliott Investment Management L.P.
T: +1 (212) 478-2017
sspruiell@elliottmgmt.com

Tokyo
Brett Wallbutton
Ashton Consulting
T: +81 (0) 3 5425-7220
b.wallbutton@ashton.jp 

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¹ Based on Toyota Industries’ semi-annual report for the period ended September 30, 2025 and other public sources of information, we believe Elliott is the largest shareholder of Toyota Industries which is not affiliated with any Toyota Group companies.

² The “Fair M&A Guidelines ― Enhancing Corporate Value and Securing Shareholders’ Interests” published by the Ministry of Economy, Trade and Industry dated June 28, 2019.

³ The “Guidelines for Corporate Takeovers – Enhancing Corporate Value and Securing Shareholders’Interests” published by the Ministry of Economy, Trade and Industry dated August 31, 2023.

⁴ The “Revisions to Securities Listing Regulations and Other Rules Pertaining to MBOs and Subsidiary Conversions” published by the Tokyo Stock Exchange dated July 7, 2025.

⁵ At a tax rate reflecting the benefits to Toyota Industries from its larger cross-shareholdings from the deemed dividend tax treatment under the issuer buyback unwind structure the Company plans to utilize.

⁶ Appendix 7 (The Process of Negotiations Before the Report) to the Toyota Industries Special Committee report dated January 14, 2026.

⁷ Page 35 of the Toyota Industries Special Committee report dated January 14, 2026.

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SOURCE Elliott Investment Management L.P.

JINGMEN, China, Jan. 18, 2026 /PRNewswire/ — A flagship facility of EVE Energy (300014.SZ) has been inducted into the Global Lighthouse Network by the World Economic Forum and McKinsey & Company, making it as the world’s first lighthouse factory in the cylindrical battery sector. This distinguished recognition, symbolizing the pinnacle of global smart and digital manufacturing, underscores EVE Energy’s pioneering role in end-to-end smart transformation, powered by the deployment of 40+ digital solutions.

Smart Manufacturing Drives High Production Efficiency

EVE has built a complete digital system across R&D, production, and sales, launching China’s first 300ppm high-speed cylindrical batteries production line, capable of producing 300 batteries per minute per line.

• Physical simulation and AI integration enable intelligent outcome prediction and process-parameter optimization in seconds, reducing 75% of R&D experiments.
• Key production processes achieve 100% automation, and an AIoT-driven predictive equipment health system ensures 24/7 operation, boosting the maximum overall equipment efficiency (OEE) to 95%.
• For sales, the APS intelligent scheduling system analyzes global orders in seconds, reducing lead-time response by 50%.

Full-Process AI Quality Control System Ensures Consistent Quality

A full-process intelligent quality control system ensures 97%+ first-pass yield and 70% improvement in cell voltage consistency via real-time data monitoring and cross-process AI optimization during production. AI vision inspection achieves 100% inspection with zero missed judgments in 0.3 seconds per cell. Supported by a full-lifecycle battery data space, quality issues can be traced and improved within seconds.

Green Initiatives Drive Eco-Social Sustainability

From 2022 to 2025, EVE Energy achieved 60%+ and 55%+ reductions in per-unit carbon emissions and product energy consumption. Real-time optimization via an AI-driven energy management model targets high-consuming systems, while the innovative “Battery Passport” system provides each battery with a unique digital identifier, encompassing 200,000+ supply chain nodes to enable precise recycling. Through renewable energy, recycled materials, and energy-saving upgrades, EVE has cut the product’s full-lifecycle carbon footprint by 15%.

EVE advances human-machine synergy: AR training and remote expert guidance accelerate skill development for key roles from months to days, empowering operators to oversee advanced algorithms. A 360° air-ground security platform integrates over 1,000 intelligent sensors and UAV inspections, achieving zero production accidents with AI real-time risk warnings.

EVE Energy demonstrates how digital technologies can drive simultaneous advancements in both manufacturing efficiency and green performance. This is poised to inspire industry peers to pursue high-quality and low-carbon pathways, advancing global sustainability efforts.

View original content to download multimedia:https://www.prnewswire.com/news-releases/worlds-first-cylindrical-battery-lighthouse-factory-eve-energy-sets-a-new-benchmark-in-smart-manufacturing-302664024.html

SOURCE EVE Energy

JINGMEN, China, Jan. 18, 2026 /PRNewswire/ — A flagship facility of EVE Energy (300014.SZ) has been inducted into the Global Lighthouse Network by the World Economic Forum and McKinsey & Company, making it as the world’s first lighthouse factory in the cylindrical battery sector. This distinguished recognition, symbolizing the pinnacle of global smart and digital manufacturing, underscores EVE Energy’s pioneering role in end-to-end smart transformation, powered by the deployment of 40+ digital solutions.

Smart Manufacturing Drives High Production Efficiency

EVE has built a complete digital system across R&D, production, and sales, launching China’s first 300ppm high-speed cylindrical batteries production line, capable of producing 300 batteries per minute per line.

• Physical simulation and AI integration enable intelligent outcome prediction and process-parameter optimization in seconds, reducing 75% of R&D experiments.
• Key production processes achieve 100% automation, and an AIoT-driven predictive equipment health system ensures 24/7 operation, boosting the maximum overall equipment efficiency (OEE) to 95%.
• For sales, the APS intelligent scheduling system analyzes global orders in seconds, reducing lead-time response by 50%.

Full-Process AI Quality Control System Ensures Consistent Quality

A full-process intelligent quality control system ensures 97%+ first-pass yield and 70% improvement in cell voltage consistency via real-time data monitoring and cross-process AI optimization during production. AI vision inspection achieves 100% inspection with zero missed judgments in 0.3 seconds per cell. Supported by a full-lifecycle battery data space, quality issues can be traced and improved within seconds.

Green Initiatives Drive Eco-Social Sustainability

From 2022 to 2025, EVE Energy achieved 60%+ and 55%+ reductions in per-unit carbon emissions and product energy consumption. Real-time optimization via an AI-driven energy management model targets high-consuming systems, while the innovative “Battery Passport” system provides each battery with a unique digital identifier, encompassing 200,000+ supply chain nodes to enable precise recycling. Through renewable energy, recycled materials, and energy-saving upgrades, EVE has cut the product’s full-lifecycle carbon footprint by 15%.

EVE advances human-machine synergy: AR training and remote expert guidance accelerate skill development for key roles from months to days, empowering operators to oversee advanced algorithms. A 360° air-ground security platform integrates over 1,000 intelligent sensors and UAV inspections, achieving zero production accidents with AI real-time risk warnings.

EVE Energy demonstrates how digital technologies can drive simultaneous advancements in both manufacturing efficiency and green performance. This is poised to inspire industry peers to pursue high-quality and low-carbon pathways, advancing global sustainability efforts.

View original content to download multimedia:https://www.prnewswire.com/news-releases/worlds-first-cylindrical-battery-lighthouse-factory-eve-energy-sets-a-new-benchmark-in-smart-manufacturing-302664024.html

SOURCE EVE Energy

BEIJING, Jan. 17, 2026 /PRNewswire/ — On January 11, 2026, “The 16th Launch of Forecasting & Prospects Research Reports on Energy Economy” was held in Beijing. The conference released six research reports to the public, including “China’s Energy Development Prospects for the 15th Five-Year Plan Period”, “Research and Outlook on China’s Energy Economy Index 2026”, “Research on the Global Energy Transition Index (2015-2024)”, “International Crude Oil Price Analysis and Forecasting in 2026”, “Reviews and Prospects of China and World Carbon Markets (2026)”, and “Review and Outlook of Low-Carbon Computing Power Services”. This series of reports is from the targeted research results on specific topics chosen based on changes in international and domestic energy economics and climate policy situations over the previous year, performed by the research team led by distinguished Professor Yi-Ming Wei. Since 2011, these reports have been published by the Beijing Institute of Technology annually for 16 consecutive years, garnering widespread societal attention.

The release event invited experts from the National Energy Administration, China Meteorological Administration, Chinese Academy of Social Sciences, China Energy Research Society, National Center for Climate Change Strategy and International Cooperation, China Association of Circular Economy, Nanjing University, Children’s Investment Fund Foundation, China Coal Economic Research Association, Shanghai Futures Exchange, IEEE PES International Subcommittee on Electrical Energy Storage Markets and Planning, Huazhong University of Science and Technology, and other institutions. Representatives from 30 media outlets, including China Media Group and People’s Daily Online, covered the press conference. A total of approximately 3000 participants from various sectors of society attended the event both online and offline.

At the opening ceremony, Bencong Wang, Vice President of Beijing Institute of Technology, delivered welcome remarks. Distinguished Professor Yi-Ming Wei of Beijing Institute of Technology and Director of Beijing Laboratory for System Engineering of Carbon Neutrality introduced the overall situation about the release event, reviewed the energy economic situation of 2025, and forecasted the key development trends for energy economy in 2026. The opening session was chaired by Professor Baojun Tang, Dean of the School of Management at BIT and Deputy Director of the Center for Energy and Environmental Policy Research (CEEP).

During the report release session, the lead authors of the six reports presented the key findings. Professor Ronggang Cong and Professor Qiaomei Liang respectively chaired the report release sessions.

On future prospects, Professor Hua Liao, the lead author of “China’s Energy Development Prospects for the 15th Five-Year Plan Period”, pointed out that during the 15th Five-Year Plan period, the sustainable endogenous driving force for building China’s new-type energy system will have basically taken shape. The total scale of traditional fossil energy consumption is expected to reach a historic turning point and enter a downward range. The development of new energy remains a key pathway for counter-cyclical and cross-cyclical macroeconomic regulation, making important contributions to simultaneously promoting effective qualitative improvement and reasonable quantitative growth of the economy.

On the energy economic landscape, Professor Baojun Tang, author of Research and Outlook on China’s Energy Economy Index 2026, noted that in 2025, the macroeconomy remained steady and improving, bolstered by the energy economy. In 2026, the hydrogen energy industry is expected to maintain strong momentum and, together with EVs lithium batteries and photovoltaics, will continue to attract significant market attention. The industry needs to rely on policies curbing excessive internal competition to improve quality and efficiency. With traditional energy providing foundational support, the sector aims to propel the high-quality development of the energy economy through the synergy of old and new drivers.

On the global energy transition, Dr. Yun Wu, author of Research on the Global Energy Transition Index (2015-2024), pointed out that the overall global energy transition in 2024 surpassed 2015 levels. However, the rising polarization of energy trade networks has increased system vulnerability. Currently, it is necessary to be vigilant against widening cross-country disparities, as well as declines in energy equity and transition enablement. China ranks 13th globally in energy transition and retains potential for improvement in the sustainability dimension.

On the energy market, Professor Lutao Zhao, the author of “International Crude Oil Price Analysis and Forecasting in 2026“, believed that in 2026 the supporting role of supply-and-demand fundamentals for oil prices will continue to weaken and the overall market pattern will tend to be looser; non-fundamental factors will also create downward pressure on oil prices, and geopolitical conflicts remain an important factor triggering market volatility. Oil prices are expected to continue their downward trend, with average Brent and WTI crude oil prices projected to range between US$53–63/bbl and US$49–59/bbl.

On the carbon market, Professor Ke Wang, the author of “Reviews and Prospects of China and World Carbon Markets (2026)”, pointed out that China’s national carbon market achieved leapfrog development in 2025, with significantly expanded market coverage and continuously strengthened policy influence and market expectations. Looking ahead, the national carbon market needs to further enhance market trading vitality and strengthen alignment with global carbon pricing mechanisms and cross-border emission-reduction rules.

On low-carbon computing power, Professor Ronggang Cong, the author of “Review and Outlook of Low-Carbon Computing Power Services”, noted that China’s computing power industry has entered a critical transition period featuring tiered deployment, green and low-carbon development, and efficient services. In the future, it is necessary to anchor the value orientation of “low-carbon + inclusive + integration,” build a low-carbon computing power service system and network with east–west linkage, type matching, computing–electricity coordination, diversified markets, and rich formats, improve a sustainable computing power service ecosystem and market, and help China achieve a leap from a “computing power large country” to a “computing power strong country.”

During the conference, experts and scholars from government, industry, academia, and research institutions engaged in in-depth and extensive exchanges and discussions, generating a warm and enthusiastic response on site. Professor Hua Liao, Director of the Center for Energy and Environmental Policy Research, BIT, and Associate Professor Meng Shen, Assistant Director of the Center, chaired the expert commentary session and the media interaction session, respectively.

The conference was hosted by Center for Energy and Environmental Policy Research, BIT, Beijing Laboratory for System Engineering of Carbon Neutrality, Joint International Research Laboratory of Carbon Neutrality System and Engineering Management (MoE), Beijing Key Laboratory of Energy Economics and Environmental Management, NSFC Basic Science Center for Energy and Climate Change, and Committee of Carbon Mitigation Engineering Management, CCS.

The conference was co-organized by School of Management, BIT, Sustainable Development Research Institute for Economy and Society of Beijing, Center for Electrical Energy System Transition, Huazhong University of Science and Technology, School of Environment, Nanjing University, Beijing Operations Research Society, Chinese Society of Energy Economics and Management, Energy Economics Professional Committee of China Energy Research Society, Editorial Department of Journal of Energy and Climate Change, and the Editorial Department of Coal Economic Research.

Download address of full report:
https://ceep.bit.edu.cn/zxcg/ndycbg/index.htm 

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SOURCE Center for Energy and Environmental Policy Research of Beijing Institute of Technology

New analysis by Dr. Jessica Sylvester calls on institutions to build life-aligned learning models that reduce cognitive load, strengthen belonging, and expand opportunity for “sandwich generation” moms

PHOENIX, Jan. 17, 2026 /PRNewswire/ — University of Phoenix College of Doctoral Studies announced the publication of “Engaging the Overextended: Designing Higher Education for Women Balancing Care, Work, and Learning,” a new white paper by Jessica Sylvester, Ed.D., MBA, Senior Manager of College Operations and associate faculty member at the University, and a research fellow with the University’s Center for Educational and Instructional Technology Research (CEITR). The paper examines how traditional higher education structures often assume uninterrupted time and predictable availability—conditions that don’t match the lived reality of women managing caregiving, employment and education simultaneously.  

Drawing on findings from the 2025 University of Phoenix Career Optimism Special Report™ Series: Moms in the Sandwich Generation and related research, Sylvester connects workforce pressures to higher education engagement and persistence. The white paper highlights that 59% of sandwich-generation moms report their combined roles have restricted professional growth, 51% have left a job due to caregiving conflicts, and 62% say maintaining a career feels like a luxury—constraints that shape whether learners can start, continue, or return to school.

“Engagement is a design problem, not a motivation problem,” said Sylvester. “When institutions build learning around real life—flexible time structures, authentic welcoming, recognition of lived expertise, and thoughtful AI-enabled support—women who are balancing care, work and learning can persist and succeed without having to choose between family and future.”

White paper focus: life-aligned design for modern adult learners

The paper outlines practical, thoughtful approaches higher education leaders and policymakers can implement to better serve overextended learners, including:

• Reimagining time and engagement structures to support asynchronous participation and nonlinear progress
• Treating belonging as academic infrastructure through cohort models, mentoring networks and relational teaching practices
• Expanding stackable and modular learning pathways that translate into career mobility in real time
• Recognizing experiential learning through Credit for Prior Learning (CPL) as tool for parity that reduces time-to-completion and cost
• Using AI thoughtfully to expand capacity, including re-entry supports, just-in-time help and reduced administrative burden.

The full white paper is available on the University of Phoenix Career Institute® webpage or on the Research Hub.

About the author

Sylvester is a higher-education leader with more than 18 years of experience and Senior Manager of College Operations at University of Phoenix. She also serves as an associate faculty member with the University of Phoenix College of Social and Behavioral Sciences, College of Education, and College of Business and Information Technology, and is a research fellow with the University’s Center for Educational and Instructional Technology Research (CEITR), focusing on how emerging technologies—including AI—shape learning, skill demands and student experience. Sylvester earned her Doctor of Education specializing in Higher Education Administration, and a Master of Business Administration at University of Phoenix, and a Bachelor of Social Work at Arizona State University.

About University of Phoenix
University of Phoenix innovates to help working adults enhance their careers and develop skills in a rapidly changing world. Flexible schedules, relevant courses, interactive learning, skills-mapped curriculum for our bachelor’s and master’s degree programs and a Career Services for Life® commitment help students more effectively pursue career and personal aspirations while balancing their busy lives. For more information, visit phoenix.edu.

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

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SOURCE University of Phoenix

TIANJIN, China, Jan. 17, 2026 /PRNewswire/ — TCL Zhonghuan Renewable Energy Technology Co., Ltd. (“TZE”) has recently announced its intention to acquire a controlling stake in DASOLAR Co., Ltd. (“DASOLAR”). This transaction strategically enhances TZE’s end-to-end capabilities along the N-type PV technology pathway, further exemplifying how leading enterprises are transforming the industrial landscape through targeted integration.

The acquisition of DASOLAR by TZE marks a calculated strategic initiative focused on the seamless integration of high-value assets, with the objective of driving operational excellence and enhancing efficiency through technology.

Notably, the core value of this integration lies not in simple scale addition but in the strong synergy of their shared technological roadmap. TZE, as the global pioneer in G12 silicon wafers, has consistently advanced innovations in N-type wafer thinning and low-oxygen crystal growth processes. Meanwhile, DASOLAR is a leader in N-type TOPCon cells and modules, having repeatedly set industry records for mass-produced cell efficiency and ranking as the world’s second-largest N-type module shipper in 2024. The two companies have already established a de facto upstream-downstream partnership along the N-type technology chain. Their deeper capital-level integration is expected to accelerate the alignment of technical standards and process parameters across the entire “material–cell–module” value chain, significantly shortening the R&D cycles for high-efficiency products and embodying the industrial upgrade logic of leveraging the strengths of leading players to elevate the industry.

Industry observers anticipate that this merger will generate three key synergies at the strategic level:

1. Technological Synergy: Building an Integrated High-Efficiency N-type Product Portfolio

TZE leads globally in G12 N-type wafers, while DASOLAR excels in TOPCon cell efficiency and module reliability. Post-acquisition, the two companies are expected to co-establish a joint innovation platform to collaboratively explore next-generation N-type technologies, such as BC cells and perovskite tandem cells. Analysts note that combining TZE’s deep expertise in crystal growth and wafer engineering with DASOLAR’s leading-edge capabilities in cell passivation, metallization, and module encapsulation could propel the combined entity further ahead in high-efficiency PV technology, better serving premium global markets.

2. Capacity and Supply Chain Synergy: Enhancing Operational Efficiency and Resilience

The acquisition will enable TZE to achieve closed-loop matching of high-quality internal capacity, reducing reliance on external supply chains. More importantly, it provides an opportunity to systematically optimize production segments through technological upgrades, setting a benchmark for “rational expansion and precision investment” in the industry. This integration strengthens supply chain resilience and operational efficiency, laying a solid foundation for long-term growth.

3. Strategic Synergy: Advancing Positioning as a Comprehensive Green Energy Solutions Provider

Beyond addressing TZE’s historical gap in downstream finished products, this integration will accelerate its transformation from a “materials supplier” to a “green energy solutions provider.” Leveraging TZE’s manufacturing strengths and DASOLAR’s global brand and distribution channels, the combined entity can strengthen its presence in premium markets and shift customer focus from “lowest price” to “value creation,” thereby fostering a fair and orderly market environment.

Notably, Li Dongsheng, Chairman of TCL and TZE, has repeatedly emphasized in public statements that sustainable growth lies in pursuing higher quality and technological excellence. This acquisition is a concrete manifestation of that philosophy. Looking ahead, as the two companies deepen integration in smart manufacturing, digital supply chains, and localized overseas production, TZE is poised to become one of the few globally integrated PV technology groups with full-stack capabilities spanning “wafers–cells–modules–system solutions,” contributing greater innovation to the global carbon neutrality agenda.

Of course, the success of this integration will require time to validate. The alliance between TZE and DASOLAR represents not only a corporate strategic upgrade but potentially a pivotal turning point for the PV sector—transitioning toward a model of “coexistence and mutual success.” The market will closely watch the specific actions taken by the two companies in deepening technological collaboration, optimizing capacity timelines, and executing global strategies—factors that may ultimately determine whether the combined entity can truly evolve from a “manufacturing powerhouse” into an “innovation leader” in the global energy transition.

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SOURCE TCL Solar

GUANGZHOU, China, Jan. 16, 2026 /PRNewswire/ — Recently, GAC Energy has released its 2025 Ecological Service Report, highlighting strong advances in ultra-fast charging technology, nationwide network deployment, and V2G innovation under the GAC Group’s “2⁶ Energy Action” strategy – the strategic plan launched by GAC Group to develop a comprehensive, vertically integrated new energy vehicle (NEV) industry chain and ecosystem. By the end of 2025, GAC Energy operated 23,274 self-operated charging piles across 31 provinces and 211 cities, including 17,577 DC piles. It had 1,956 charging stations serving 8.92 million users and delivering 1.43 billion kWh of electricity, leading the industry in 1000V high-voltage fast-charging piles.

In ultra-fast charging technology, GAC Energy continued to strengthen its technology and operations throughout the year. Ultra-fast charging piles were upgraded to 640 kW, with individual gun capability reaching 720 kW and 800 A. In May, an AI-powered smart management cloud platform was introduced, enabling real-time control and automated operation of charging facilities, raising equipment online availability to 99.2% and significantly enhancing service stability.

The charging network has entered a phase of accelerated expansion. By March 2025, GAC Energy’s charging services had surpassed 100 million cumulative sessions, with the user base exceeding 5 million and 24/7 service ensuring worry-free travel. In July, total charging volume exceeded 1 billion kWh. In September, the number of self-operated charging piles took the industry lead by surpassing 20,000. By November, the charging network covered China’s major cities and main travel corridors, with more than 1,800 self-operated charging stations deployed, ensuring that users in core urban areas can conveniently reach a station within 1 km.

In the V2G field, GAC Energy completed China’s first private car owner V2G discharge order in August 2025 and, in September, built the country’s largest V2G microgrid, with an average daily discharge of more than 11,000 kWh per station. By the end of 2025, GAC Energy’s national V2G discharge exceeded 1.35 million kWh, with power trading surpassing 130 million kWh and cumulative carbon reduction reaching 3.43 million tons, contributing to a low-carbon, sustainable energy ecosystem.

Entering 2026, GAC Energy is accelerating its momentum—driving the evolution of smarter, faster, and greener charging solutions, and building a secure, sustainable energy ecosystem that powers the future of mobility.

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SOURCE GAC

Activist federal judges once again demonstrate bias against Trump administration policies

WASHINGTON, Jan. 16, 2026 /PRNewswire/ — A group of public interest organizations involved in an ongoing lawsuit to stop construction of the massive Virginia offshore wind project is condemning a federal district court judge’s decision to overturn an order of the Department of the Interior pausing construction of the project based on national security concerns. The Coastal Virginia Offshore Wind (CVOW) project is located 25 miles off the coast of Norfolk, VA, which is home to the largest military complex in the world.

On Friday, Judge Jamar Walker of the U.S. District Court for the Eastern District of Virginia issued an injunction lifting the Department of the Interior’s order suspending construction on the project.

The U.S. Navy has issued a series of classified reports over the last decade strongly objecting to offshore wind development as endangering national security and hampering military readiness and operations, arguing that most of the waters off Norfolk, for those reasons, were unsuitable for offshore wind development. Notwithstanding these objections, the Biden and Obama administrations forced the Department of Defense (now Department of War) to sign off on the construction of the CVOW.

In 2024, the Committee for a Constructive Tomorrow (CFACT), the Heartland Institute, and the National Legal and Policy Center (NLPC) sued the Biden administration to halt construction of Virginia Wind, citing violations of numerous environmental and administrative permits. That suit is currently pending in the U.S. District Court for the District of Columbia.

The following comments may be used for attribution. For more information or to schedule an interview, please contact Judy Kent, Director of Media Relations for CFACT, at jkent@cfact.org, or call/text 703-477-7476.

“Instead of showing deference to well-documented military objections, a single federal judge, without any expertise in national security, has taken it upon himself to substitute his judgment for the considered opinion of military professionals. To make matters worse, the federal district court does not even have jurisdiction to decide this matter, since it is essentially a contract dispute between the government and a wind developer. These types of disputes can only be heard in the Court of Federal Claims, which does not have the authority to issue injunctions. The Department of the Interior should appeal this decision immediately.”

“This is an erroneous decision which ignores long-standing U.S. Navy objections to offshore wind and its clear threat to national security interests. This decision is also made by the wrong court. As the DC Court of Appeals has recently ruled, disputes between a government contractor and a federal agency must be heard in the Court of Federal Claims, which has no jurisdiction to issue injunctions. We trust DOI will promptly appeal this decision.”

“This ruling is poorly reasoned and legally deficient, but unsurprising, considering the political leanings of those who appointed this judge. There are ample grounds, based on threats to national security and endangered species for cancelling this improperly vetted and rushed project. Clever forum shopping put this case in a U.S. District Court favorable to Dominion Energy, when it should have been heard in the U.S. Court of Federal Claims.”

MEDIA CONTACT
Judy Kent
703-477-7476
jkent@cfact.org

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SOURCE Committee For A Constructive Tomorrow

ASTON, Pa., Jan. 16, 2026 /PRNewswire/ — Neumann University has received a $5 million gift — the largest in its history by an individual — from William Fegley, Jr., and his wife Jacquelyn to support undergraduate nursing students in the School of Nursing and Health Sciences. The family has designated $4.5 million for undergraduate nursing student scholarships and $500,000 for state-of-the-art laboratory equipment.

In recognition of the gift, the university’s BSN and graduate nursing programs were named The Jacquelyn Wilson Fegley ’71 College of Nursing at a January 16 ceremony at Neumann’s suburban Philadelphia campus.

Born and raised in Chester, Pennsylvania, Jacquelyn Wilson Fegley entered the Sisters of St. Francis of Philadelphia after graduating high school in 1962, spending ten years in service and teaching before earning a nursing degree from Our Lady of Angels College (now Neumann University) in 1971. She went on to a nursing career, while her husband, William Fegley, built a career in public accounting and served as an adjunct professor and lecturer. The couple married in 1974. Today, they have five children and 11 grandchildren.

Neumann University will begin awarding the Fegley scholarships this fall. Criteria include academic achievement and financial need. Fifteen new students each year will benefit, receiving $6,000 annually ($24,000 over four years).

Nursing is the largest undergraduate major at Neumann University, with approximately 120 students per year accepted into the program. Over the last four years, Neumann’s nursing graduates have achieved an impressive 96.9% first-time test-takers pass rate on the exam required for licensure as a Registered Nurse. During the same four-year period, the first-time test-takers pass rate was 89.98% in Pennsylvania and 86.33% nationally.

“This extraordinarily generous gift comes at a time when the demand for highly competent, practice-ready nurses continues to grow nationwide,” said Dr. Chris Domes, president of Neumann University. “The Fegley nursing scholarships will help transform the lives of countless aspiring nurses, including many first-generation college students, by supporting their academic journey to a lifelong professional career.”

Neumann University is an independent, Catholic college, committed to providing students with opportunities for success through rigorous academic majors, leadership opportunities, and professional internships. The campus culture emphasizes the Franciscan values of reverence, integrity, service, excellence, and stewardship. With more than 60% of students as the first in their families to attend college, Neumann has been recognized for social mobility by U.S. News & World Report for six consecutive years.

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SOURCE Neumann University