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April was Earth Month, a time to reflect on how we care for our planet and the role each of us plays in building a more sustainable future.

For Aurélie Dufour, Europe Sustainability Regulation Lead for Yum!’s Global Sustainability team, this work connects closely to Yum!’s focus on regenerative, nature-positive agriculture. She leads sustainability regulation and governance across Europe, translating complex requirements into clear priorities for Yum!’s brands and markets, helping embed sustainability into how the business grows.

What stands out most to Aurélie is Yum!’s collaborative approach. By working with farmers, suppliers and partners, our teams are helping advance more resilient agricultural practices and healthier ecosystems. She also brings teams together through cross-brand forums that drive alignment and progress across Europe.

At Yum!, we lead with Smart, Heart and Courage. Aurélie brings Smart to life by shaping forward-looking strategies that build resilience across our value chain.

Learn more about building your career at Yum! and our approach to being good stewards of the environment

As sustainability reporting expectations continue to evolve across Europe, organizations are facing a more nuanced reality: while the environmental, social and governance (ESG) reporting has accelerated significantly in recent years, current discussions around the European Sustainability Reporting Standards (ESRS) scope adjustments and broader regulatory simplifications are creating a more complex landscape.

Social sustainability is not yet universally central in practice. In some sectors, it is advancing rapidly; in others, it is still emerging or even being prioritized amid regulatory uncertainty. Yet this is precisely where leadership matters most.

The recent webcast by the International WELL Building Institute (IWBI) on WELL and ESRS explored this tension directly: how organizations can move beyond compliance and use WELL to strengthen long-term value, resilience and business performance through measurable social sustainability strategies.

Bringing together perspectives from policy, industry and real estate, the discussion highlighted to a clear conclusion: the challenge is no longer understanding why social sustainability matters, but how to measure it, implement it and report on it in a credible way.

A new level of expectation: from narrative to data

Across markets, ESG is moving from high-level commitments to structured, comparable and decision-useful data. Nowhere is this more visible than in the EU regulatory landscape.

As Saara Mattero, Head of Office for a Member of the European Parliament, noted: “EU regulation raises the ambition globally […] companies tend to align with the most stringent standards and scale them across regions.”

This shift is particularly significant for the “S” in ESG. Social sustainability is now being defined through measurable indicators, covering workforce well-being, equity, health and user experience.

The implication is direct: organizations are expected not only to act, but to demonstrate impact in a structured, comparable and decision-relevant way.

Bridging performance and reporting

This is where WELL plays a distinct role.

Rather than operating alongside ESG frameworks, WELL functions as a bridge between what organizations do and how they report it, by translating health and well-being strategies into measurable indicators supporting disclosure expectations.

This connection has been further identified through IWBI’s WELL–ESRS Alignment Tool. The analysis shows that WELL strategies may support up to 50% of ESRS disclosures, with particularly strong alignment in the social pillar.

As Lefteris Zacharakis, Client Success Manager, EMEA Region at IWBI, noted: “The shift we’re seeing is from ESG as a narrative to ESG as an operational and reporting requirement. What clients are asking for now is clarity and how to translate what they’re already doing into something measurable, comparable and reportable. That’s exactly the gap the WELL-ESRS alignment is designed to address.”

This is where IWBI’s work becomes increasingly central, by helping organizations move from fragmented initiatives to an integrated model where performance, measurement and reporting are directly connected.

From intention to evidence in the real estate sector

The real estate sector illustrates this shift clearly. Developers such as Atenor are moving beyond intention, focusing on how social value can be demonstrated and quantified.

As Julie Willem, Archilab Director and Member of the Management Committee for Atenor sa, explained: “Policy brings intention, but frameworks like WELL bring evidence […] they make social value comparable and credible with data.”

This marks a broader transition in the built environment. Elements such as daylight, indoor air quality, thermal comfort and access to nature are no longer qualitative features, they are measurable drivers of user experience, asset performance and long-term value. In this context, social sustainability becomes both visible and investable.

Regulation as a baseline, not the endpoint

At the same time, regulation alone is not enough to drive this transformation.

As Lourdes Calderon, Sustainability Manager at the European Public Real Estate Association (EPRA), noted: “The EU regulation sets the base… but to go further, you need complementary initiatives.”

This reflects a critical dynamic. Regulation defines what needs to be reported. Frameworks like WELL enable organizations to define how to deliver, measure and continuously improve performance. For companies, this shifts the mindset from compliance to leadership, by moving early to structure, measure and communicate impact in a credible way.

The business case for health is becoming clearer

This shift is not only regulatory, it is also increasingly financial.

IWBI’s Investing in Health Pays Back special report consolidates a growing body of evidence linking health and well-being strategies to business outcomes. These include improved employee performance and retention, reduced absenteeism, stronger tenant demand and enhanced asset differentiation.

As Ann Marie Aguilar, Senior Vice President, EMEA Region, IWBI, noted: “We’re seeing a growing body of evidence that investing in health and well-being delivers measurable value for organizations.”

In the context of ESRS, this matters. Organizations are not only expected to disclose policies, but they are expected to demonstrate outcomes.

Health and well-being are increasingly part of that value equation.

A practical starting point: begin with what you measure

Despite the complexity of ESG frameworks, the most effective starting point is often simple.Most organizations are already collecting relevant data on workforce health, absenteeism, engagement or workplace conditions. The opportunity lies in structuring and scaling that data into a consistent reporting approach.

As Saara Mattero put it: “What you measure, you get […] when we start measuring well-being and health, we start improving them.”

Organizations that move forward effectively will focus on:

• Selecting a small number of meaningful indicators
• Building consistency over time
• Connecting performance directly to reporting

From compliance to leadership

ESRS is not just a reporting requirement, it is a catalyst for change.

It is pushing organizations to clarify how they define social sustainability, how they measure it and how they communicate it externally.
In this context, WELL provides a practical pathway to move from:

• Intent to implementation
• Implementation to measurement
• Measurement to reporting

Reporting to financing and long-term strategy

As Minjia Yang, Vice President and Head of Sustainable Finance, IWBI, noted: “Sustainability goes beyond compliance. Especially in periods of regulatory uncertainty, leadership is about holding firm to the fundamental values that underpin our society—and translating them into action.”

Organizations that act early have an opportunity not just to comply, but to lead by making social sustainability measurable, credible and strategically relevant.

Explore the tools and resources

To support this transition, IWBI has developed resources that help organizations operationalize social sustainability and align with ESRS:

• WELL–ESRS Alignment Tool
• WELL at scale Annual Reporting Guidelines
• WELL-Sustainable Finance Slide Deck

These tools are designed to reduce complexity, improve clarity and enable organizations to translate strategy into measurable outcomes.

Conclusion

Social sustainability is entering a new phase: one defined by measurement, accountability and business relevance.

As reporting expectations evolve, the question is no longer whether to act, but how to do so in a way that is credible, structured and aligned with value creation. WELL’s role in this landscape is increasingly clear: not just as a certification system, but as a framework that connects people, performance and reporting.

For organizations navigating ESRS, this is where the opportunity lies, not only to comply, but to lead.

WELL and ESRS is also the topic of IWBI’s latest EMEA regional webcast, “From Alignment to Performance: How WELL supports ESRS reporting in practice.” View the recording here.

View original content here.

As sustainability reporting expectations continue to evolve across Europe, organizations are facing a more nuanced reality: while the environmental, social and governance (ESG) reporting has accelerated significantly in recent years, current discussions around the European Sustainability Reporting Standards (ESRS) scope adjustments and broader regulatory simplifications are creating a more complex landscape.

Social sustainability is not yet universally central in practice. In some sectors, it is advancing rapidly; in others, it is still emerging or even being prioritized amid regulatory uncertainty. Yet this is precisely where leadership matters most.

The recent webcast by the International WELL Building Institute (IWBI) on WELL and ESRS explored this tension directly: how organizations can move beyond compliance and use WELL to strengthen long-term value, resilience and business performance through measurable social sustainability strategies.

Bringing together perspectives from policy, industry and real estate, the discussion highlighted to a clear conclusion: the challenge is no longer understanding why social sustainability matters, but how to measure it, implement it and report on it in a credible way.

A new level of expectation: from narrative to data

Across markets, ESG is moving from high-level commitments to structured, comparable and decision-useful data. Nowhere is this more visible than in the EU regulatory landscape.

As Saara Mattero, Head of Office for a Member of the European Parliament, noted: “EU regulation raises the ambition globally […] companies tend to align with the most stringent standards and scale them across regions.”

This shift is particularly significant for the “S” in ESG. Social sustainability is now being defined through measurable indicators, covering workforce well-being, equity, health and user experience.

The implication is direct: organizations are expected not only to act, but to demonstrate impact in a structured, comparable and decision-relevant way.

Bridging performance and reporting

This is where WELL plays a distinct role.

Rather than operating alongside ESG frameworks, WELL functions as a bridge between what organizations do and how they report it, by translating health and well-being strategies into measurable indicators supporting disclosure expectations.

This connection has been further identified through IWBI’s WELL–ESRS Alignment Tool. The analysis shows that WELL strategies may support up to 50% of ESRS disclosures, with particularly strong alignment in the social pillar.

As Lefteris Zacharakis, Client Success Manager, EMEA Region at IWBI, noted: “The shift we’re seeing is from ESG as a narrative to ESG as an operational and reporting requirement. What clients are asking for now is clarity and how to translate what they’re already doing into something measurable, comparable and reportable. That’s exactly the gap the WELL-ESRS alignment is designed to address.”

This is where IWBI’s work becomes increasingly central, by helping organizations move from fragmented initiatives to an integrated model where performance, measurement and reporting are directly connected.

From intention to evidence in the real estate sector

The real estate sector illustrates this shift clearly. Developers such as Atenor are moving beyond intention, focusing on how social value can be demonstrated and quantified.

As Julie Willem, Archilab Director and Member of the Management Committee for Atenor sa, explained: “Policy brings intention, but frameworks like WELL bring evidence […] they make social value comparable and credible with data.”

This marks a broader transition in the built environment. Elements such as daylight, indoor air quality, thermal comfort and access to nature are no longer qualitative features, they are measurable drivers of user experience, asset performance and long-term value. In this context, social sustainability becomes both visible and investable.

Regulation as a baseline, not the endpoint

At the same time, regulation alone is not enough to drive this transformation.

As Lourdes Calderon, Sustainability Manager at the European Public Real Estate Association (EPRA), noted: “The EU regulation sets the base… but to go further, you need complementary initiatives.”

This reflects a critical dynamic. Regulation defines what needs to be reported. Frameworks like WELL enable organizations to define how to deliver, measure and continuously improve performance. For companies, this shifts the mindset from compliance to leadership, by moving early to structure, measure and communicate impact in a credible way.

The business case for health is becoming clearer

This shift is not only regulatory, it is also increasingly financial.

IWBI’s Investing in Health Pays Back special report consolidates a growing body of evidence linking health and well-being strategies to business outcomes. These include improved employee performance and retention, reduced absenteeism, stronger tenant demand and enhanced asset differentiation.

As Ann Marie Aguilar, Senior Vice President, EMEA Region, IWBI, noted: “We’re seeing a growing body of evidence that investing in health and well-being delivers measurable value for organizations.”

In the context of ESRS, this matters. Organizations are not only expected to disclose policies, but they are expected to demonstrate outcomes.

Health and well-being are increasingly part of that value equation.

A practical starting point: begin with what you measure

Despite the complexity of ESG frameworks, the most effective starting point is often simple.Most organizations are already collecting relevant data on workforce health, absenteeism, engagement or workplace conditions. The opportunity lies in structuring and scaling that data into a consistent reporting approach.

As Saara Mattero put it: “What you measure, you get […] when we start measuring well-being and health, we start improving them.”

Organizations that move forward effectively will focus on:

• Selecting a small number of meaningful indicators
• Building consistency over time
• Connecting performance directly to reporting

From compliance to leadership

ESRS is not just a reporting requirement, it is a catalyst for change.

It is pushing organizations to clarify how they define social sustainability, how they measure it and how they communicate it externally.
In this context, WELL provides a practical pathway to move from:

• Intent to implementation
• Implementation to measurement
• Measurement to reporting

Reporting to financing and long-term strategy

As Minjia Yang, Vice President and Head of Sustainable Finance, IWBI, noted: “Sustainability goes beyond compliance. Especially in periods of regulatory uncertainty, leadership is about holding firm to the fundamental values that underpin our society—and translating them into action.”

Organizations that act early have an opportunity not just to comply, but to lead by making social sustainability measurable, credible and strategically relevant.

Explore the tools and resources

To support this transition, IWBI has developed resources that help organizations operationalize social sustainability and align with ESRS:

• WELL–ESRS Alignment Tool
• WELL at scale Annual Reporting Guidelines
• WELL-Sustainable Finance Slide Deck

These tools are designed to reduce complexity, improve clarity and enable organizations to translate strategy into measurable outcomes.

Conclusion

Social sustainability is entering a new phase: one defined by measurement, accountability and business relevance.

As reporting expectations evolve, the question is no longer whether to act, but how to do so in a way that is credible, structured and aligned with value creation. WELL’s role in this landscape is increasingly clear: not just as a certification system, but as a framework that connects people, performance and reporting.

For organizations navigating ESRS, this is where the opportunity lies, not only to comply, but to lead.

WELL and ESRS is also the topic of IWBI’s latest EMEA regional webcast, “From Alignment to Performance: How WELL supports ESRS reporting in practice.” View the recording here.

View original content here.

During the first week of May, thousands of national security professionals from industry, academia and the U.S. Intelligence Community (IC) gathered in Aurora, Colo., for the 2026 United States Geospatial Intelligence Foundation GEOINT Symposium.

Inside the convention center, conversations centered on artificial intelligence, autonomy and the evolving role of geospatial intelligence (GEOINT). But, for a group of Leidos employees attending the symposium, a part of the week’s focus extended beyond the trade show floor. 

Thirty employees, both from the local area and those visiting for the event, spent part of May 6 volunteering with the Food Bank of the Rockies. Together, they assembled meal bags and created ‘food for health’ cards to support Colorado families facing food insecurity. 

For many of the volunteers, whose day-to-day work directly supports the IC and the National Geospatial-Intelligence Agency (NGA), the opportunity served as a reminder that service can take many forms.

“Our mission begins in the communities where we live and work,” said Jason O’Connor, president of Leidos Intelligence. “Even while we were gathered for an important industry event, it’s critical that we take time to support those around us.”

The volunteer effort was paired with a $15,000 corporate donation from Leidos to the Food Bank of the Rockies, along with an additional $1,400 contributed by employees. Together, those contributions are expected to help provide approximately 45,000 meals across the region.

Food insecurity remains a persistent challenge for families, seniors and children throughout Colorado. For organizations like the Food Bank of the Rockies, partnerships with businesses and volunteers play a critical role in helping meet growing demand.

“Financial contributions combined with hands-on volunteer support allow us to expand our reach and help ensure our neighbors have access to nutritious meals when they need it the most,” said Charlene Moser, corporate partnership manager, Food Bank of the Rockies. 

Connection to the community is especially important for Leidos as Colorado continues to grow as a hub for employees supporting space, intelligence and national security programs. 

And as organizations compete for talent and cultivate workplace culture, volunteerism and philanthropy increasingly reflect the values employees want to see in the companies they represent.

MORE ON LEIDOS GEOINT WORK & INNOVATION

Originally published on CVS Health Company Newsroom

New facility at Community Care of West Virginia’s Clarksburg location offers health and wellness resources, community meeting space and member support

CLARKSBURG, W.Va., May 29, 2026 /3BL/ – Aetna Better Health® of West Virginia, a CVS Health® company (NYSE: CVS), announced the opening of a new Community Resource Center (CRC) located within the Community Care of West Virginia’s Clarksburg facility. Open to the public, the center provides access to supportive health-related resources and a welcoming space for community meetings.

The CRC plans to host wellness events and vaccine clinics to help address gaps in care and bring services closer to where people live. The space also offers flexible meeting rooms, computers for virtual care appointments and teleconferencing capabilities for community use.

For Aetna Better Health of West Virginia members, the center will provide in-person support from care managers several days a week, along with the option to schedule one-on-one meetings outside of typical clinical hours.

“This Community Resource Center strengthens our ability to provide accessible health care support and meet people where they are,” said Todd White, CEO of Aetna Better Health of West Virginia. “Whether someone needs one-on-one assistance, attends a wellness clinic or participates in a community meeting, the center offers valuable resources to the local community.”

“Community Care of West Virginia is proud to partner with Aetna Better Health of West Virginia to bring this Community Resource Center to Clarksburg,” said Patricia “Trish” Collett, CEO of Community Care of West Virginia. “In a region where access to care and support services can be a challenge, this space helps remove barriers by connecting people to the resources they need close to home. Together, we are expanding whole-person care beyond the exam room and creating new opportunities for individuals and families to improve their health and well-being.”

Community Resource Centers extend care beyond traditional health care settings by connecting people to local health and social services in their communities. With nearly four in 10 West Virginians living in rural areas, CRCs help bring resources closer to home and support stronger health outcomes, economic stability and family well‑being.

Aetna Better Health of West Virginia is a Managed Care Organization serving more than 166,000 Medicaid members across 55 counties. For more information, visit https://www.aetnabetterhealth.com/westvirginia.

 

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About Aetna Medicaid

Aetna Medicaid Administrators LLC (Aetna Medicaid), a CVS Health company, has over 30 years of experience managing the care of Medicaid members, using innovative approaches and a local presence in each market to achieve both successful health care results and effective cost outcomes. Aetna Medicaid has expertise serving high-need Medicaid members, including those who are dually eligible for Medicaid and Medicare. Currently, Aetna Medicaid owns and/or administers Medicaid managed health care plans under the names of Aetna Better Health and other affiliate names. Together, these plans serve members in 15 states, including Arizona, Florida, Illinois, Kentucky, Louisiana, Maryland, Michigan, New Jersey, New York, Ohio, Oklahoma, Pennsylvania, Texas, Virginia and West Virginia. For more information, see www.aetnabetterhealth.com.

About CVS Health

CVS Health is a leading health solutions company simplifying health care one person, one family and one community at a time. As of March 31, 2026, the Company had approximately 9,000 retail pharmacy locations, more than 1,000 walk-in and primary care medical clinics and a leading pharmacy benefits manager with approximately 88 million plan members. The Company also serves an estimated more than 37 million people through a broad range of health insurance products and related services. The Company’s integrated model uses personalized, technology driven services to connect people to simply better health, increasing access to quality care, delivering better outcomes, and lowering overall costs.

Media contact

Monica Prinzing
Monica.Prinzing@CVSHealth.com

May 28, 2026 /3BL/ – CACI International Inc (NYSE: CACI) announced today a new donation to the Fisher House Foundation totaling approximately $35,000. In line with the company’s continuous commitment to the veteran and military community, this latest philanthropic contribution included a $30,000 gift and an additional $5,000 raised through the “Hoops for Heroes” basketball challenge, where CACI Cares, the company’s philanthropic program, pledged to match every point scored.

This effort further strengthens CACI’s longstanding partnership with the Fisher House Foundation, which provides lodging for military and veterans during medical stays. In addition to CACI’s philanthropic gift, the company’s Digital and Enterprise Solutions line of business organized a volunteer initiative to directly benefit families staying at Fisher House comfort homes. Employees assembled 40 wellness kits containing water bottles, packing cubes, socks, lip balm, carabiners, and dental kits to offer practical comfort and care.

CACI is dedicated to honoring and uplifting those who have sacrificed so much in service to our nation. Explore opportunities to continue your mission with CACI.

About CACI

CACI International Inc (NYSE: CACI) is a national security company with 27,000 talented employees who are Ever Vigilant in expanding the limits of national security. We ensure our customers’ success by delivering differentiated technology and distinctive expertise to accelerate innovation, drive speed and efficiency, and rapidly anticipate and eliminate threats. Our culture drives our success and earns us recognition as a Fortune World’s Most Admired Company. We are members of the Fortune 500™, the Russell 1000 Index, and the S&P MidCap 400 Index. For more information, visit us at caci.com.

Corporate Communications and Media:
Lauren Presti
Executive Director, External Communications
(703) 434-5037, lauren.presti@caci.com

CENTENNIAL, Colo., May 28, 2026 /3BL/ – Ask a few students at Monarca Academy in Indianapolis what they plan to do when they grow up and you’ll get some pretty impressive responses: engineer, architect, nurse, astronomer.

A few years ago, these career choices may have seemed out of reach. But a digital lab established by Arrow Electronics and nonprofit N50, has provided Monarca’s students with access to technology that has broadened their horizons. Arrow recently celebrated the first anniversary of the lab, which has grown into a larger space with new technology and additional programming.

“It’s been really great in one year to see the engagement around the things that the lab has brought us,” said Felicia Sears, Monarch Academy’s founding principal.

The lab launched with 20 workstations, interactive SMART boards, an AI tool, 3D printer, a FIRST Robotics kit (to allow students to build and program a competition-grade robot) and a reliable Internet connection. Four additional 3D printers now round out the offerings. The technology enables students to unlock new skills such as coding and AI experimentation.

“Before, I wanted to be a construction worker,” remarked one student. “But now that I know how to make designs and the only limit is my imagination, I kind of want to be an architect.”

Monarca’s lab is part of N50’s EdTech Equity initiative, which is committed to expanding access to technology and connectivity for students in under-resourced communities. Arrow, along with companies like Intel, ApplianSys and SMART Technologies, is helping N50 bridge the divide through low-cost, scalable and sustainable technology solutions.

Arrow’s relationship with Monarca goes beyond just providing critical equipment. Arrow McLaren IndyCar Team Driver Pato O’Ward has long served as mentor for the school and on a recent visit, took the students to McLaren’s U.S. headquarters to learn about race engineering and technology. O’Ward finished fourth in the 110^th Indy 500 on May 24.

“We don’t know what those careers look like now that are going to be available in 10 years. But we are helping students be future ready and this technology is helping us in that,” said Francisco Valdiosera, Monarca Academy’s executive director of Arrow’s support.

Arrow has worked with N50 to open 4 labs in the U.S. and Mexico. Together, they expect to launch two labs this year.

About N50 Project
The N50 Project’s EdTech for All initiative is committed to closing the digital divide in education by providing students and educators in underserved communities with critical access to technology. With over 60 global partners, the initiative supports the deployment of connectivity kits, smart boards, digital learning platforms and refurbished laptops to empower the next generation with the digital skills needed for a modern workforce. Learn more at n50project.org.

About Arrow Electronics

Arrow Electronics (NYSE:ARW) sources and engineers technology solutions for thousands of leading manufacturers and service providers. With 2025 sales of $31 billion, Arrow’s portfolio enables technology across major industries and markets. Learn more at arrow.com.

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For more than a century, Covia’s Portage Plant has been part of Wisconsin’s industrial landscape. Located in Pardeeville, Wisconsin, the plant transforms a naturally distinctive silica sand deposit into materials that support customers across markets including glass, building products, foundry, and engineered stone. Portage has a long history of producing essential materials, but the plant’s story is not defined by products alone. It is also the story of a resilient 17-member team that has continued to adapt, improve, and deliver, a combined effort that ultimately earned Portage recognition as Covia’s 2025 Plant of the Year.

A Plant Rooted in Wisconsin Sand

The Portage facility began as a silica brick manufacturing plant in the early 1900s. Today, the facility continues that long industrial legacy by producing silica sand products used in a range of customer applications, including:

• GLASSIL® high-purity glass sand
• INCAST® foundry sand
• GRANUSIL® high-performance industrial silica
• FILTERSIL® filtration sand and gravel
• TRACSAND® traction sand

These products directly support industries where consistency, chemistry, grain shape, and performance matter. That breadth of service is part of what makes the plant an important contributor within Covia’s broader network.

A Deposit with Natural Advantages

One of Portage’s defining strengths lies beneath the surface. The facility’s strategic location plays a key role in the team’s ability to produce a range of quality products.“The geological deposit is a unique aspect of the plant,” explains Plant Manager, Nolan Mundwiller. “Portage mines the Galesville Member of the Wonewoc Sandstone Formation which has chemistry, size distribution, and shape characteristics that are naturally desirable to our end customers.”According to Nolan, Portage’s mining and processing methods also set the facility apart. He cites the dredge mining process as particularly notable, as the dredge recovers sand from approximately 50 feet below the water level before pumping it to the wet process. That sand is then stockpiled for the winter months so the plant can provide products to customers throughout the year. It is a highly coordinated operation that requires equipment knowledge, process discipline, and clear communication across a tight-knit team.

A Firsthand Look at Customer Impact

In 2025, the Portage team brought Covia’s Mission, Vision, and Values to life by connecting employees directly with the impact of their work. The team toured a customer’s facility to see how the materials they produced truly impact the success of a valued customer.The experience gave employees a firsthand look at the customer side of the value chain, beginning with a panoramic view from the top of the facility before touring the control room, maintenance facility, storeroom, and production areas. Witnessing memorable moments like a sand batch entering the furnace to begin its transformation provided a new perspective on the connection between the team’s daily work and customer success.The overall tour reinforced a key message across Covia that a plant’s work doesn’t end when material leaves the facility. Each team member’s contributions play a continuing role through the customers and industries that depend on their dedication to quality and innovation.“I encourage all Covia plants to explore similar opportunities,” Director of Operations Excellence, Sean Lyons said. “Seeing our product in action, understanding its value to customers, and connecting with their teams is a powerful way to build pride, purpose, and engagement among our team members.”

Continued Resilience Throughout the Years

The Portage plant earned the award for 2025 Plant of the Year for its exceptional operational results while meeting all its safety and environmental KPIs. What’s especially impressive about this performance is that they succeeded during a year that tested the team’s adaptability.Like many industrial operations, Portage faced changing market conditions and volume-related uncertainty. Despite being one of Covia’s smaller, older facilities with limited capital investment, the team responded with focus, accountability, and a shared commitment to performance. Notable highlights include:

• Achieving cost-per-ton performance at or below budget 
• Maintaining zero plant-controllable customer complaints.
• Implementing innovative scheduling and workforce adjustments
• Optimizing operations to reduce electricity costs

“I am most proud of the resilience of the team and their ability to work together and weather challenges,” Nolan said. “Volume losses in 2025 brought about much uncertainty, but the team rallied together to exceed expectations. It was incredible to see the perseverance and growth mindset of the team given the challenges.”

Safety as a Shared Responsibility

At Portage, safety is more than a requirement. It is a daily commitment shaped by accountability and care for one another, culminating in the plant recently achieving two years without a recordable incident. According to Nolan, that achievement would not be possible without the commitment of the entire team.“Safety first means having an unwavering commitment to ensure everyone goes home safe at the end of the day,” Nolan said. “Everyone at the plant holds each other accountable and you truly feel that the team looks out for one another each and every day.”

Environmental Stewardship for Today and Tomorrow

Another reason why Portage was named Plant of the Year is that the team’s connection to its site extends beyond production.The dredge pond used in the plant’s mining process is a Wisconsin Registered Fish Farm. Looking ahead, the site is expected to become a wildlife habitat certified site through reclamation, creating long-term value for the Columbia County community.That future-focused approach adds another dimension to the plant’s role in Wisconsin. Portage is both a working industrial operation and a site with a longer environmental story, one that connects resource development, employee engagement, and community stewardship.

An Award-Winning Plant Built on Commitment

Covia’s Plant of the Year award recognizes excellence across safety, manufacturing performance, environmental stewardship, community engagement, customer focus, and operational results. Succeeding across all these criteria is impressive, and none of it is possible without having the right people.Portage’s recognition as Plant of the Year reflects the strength of a team that continued to deliver in a challenging year while staying grounded in the values that guide Covia’s work. From the geological strengths of the Wonewoc Sandstone Formation to the teamwork behind every product, Portage represents the balance of technical expertise and people-first culture that defines Covia’s best operations.

NEW YORK, May 28, 2026 /3BL/ – The International WELL Building Institute (IWBI) today announced a significant evolution of its Works with WELL program, introducing expanded alignment pathways and a redesigned platform experience that broadens how manufacturers, service providers and solution providers can demonstrate alignment with the WELL Building Standard and support healthier spaces around the world.

Originally launched in 2023, Works with WELL was created as a product licensing program to help manufacturers showcase how their products contribute to WELL strategies and help project teams more easily identify solutions aligned with health and well-being goals. The program and its solution directory has been a tremendous support tool for project teams and specifiers around the world to access products and services already validated to support WELL strategies. The expanded program introduces a significantly enhanced platform experience for both manufacturers and specifiers, a streamlined application and review process and new pathways for alignment that broaden eligibility beyond product categories explicitly referenced within WELL requirements.

With the updated program, organizations can now pursue alignment through three distinct pathways:

• Directly Contributes — products and services that are explicitly called for and meet the relevant criteria within the WELL requirements
• Measures — products that measure performance thresholds referenced in WELL strategies
• Supports — products and services that support the implementation of WELL strategies, even when not explicitly referenced within WELL requirements

The addition of the new “Measures” and “Supports” pathways significantly expands the range of organizations eligible to participate in Works with WELL, opening the program to new categories of technologies, devices, services and operational solutions that help advance health and well-being in the built environment.

“As the healthy building movement continues to accelerate globally, a growing range of innovative products, technologies and services are helping advance human health and well-being in the built environment,” said Jessica Cooper, IWBI Chief Product Officer. “This evolution of Works with WELL is designed to match that pace, giving organizations more ways to connect their products and services to WELL strategies, and giving specifiers an easier way to find them.”

The redesigned program also introduces a refreshed user experience for both manufacturers and project teams. Updates include a streamlined, guided submission process, improved flexibility to define product skus or models, ease of editing and adding new images. All of these new features contribute to improved user navigation and enhanced visibility in the solution directory where users can identify products and services validated to align with WELL strategies.

Products and services validated to align with WELL strategies may use the Works with WELL mark to demonstrate how they relate to the global standard for making buildings and organizations a powerful venue for promoting health. The Works with WELL mark and its solution directory can help organizations strengthen brand visibility, build customer confidence and connect with growing market demand for healthier and higher-performing spaces.

As the market for healthy buildings continues to grow, with WELL programs already integrated in nearly 100,000 commercial and residential locations across more than six billion square feet of real estate, the expanded Works with WELL program reflects IWBI’s broader effort to support a growing ecosystem of organizations helping advance health, well-being and performance across buildings, organizations and communities.

What Works with WELL participants are saying about the program:

“We’ve taken the guesswork out of material health. By validating our most‑specified products against WELL’s material health features, the Works with WELL mark gives designers and clients a clear, credible path to achieving their certification goals.”

• Eric Doyle, Global Sustainability, Steelcase

“Joining the Works with WELL program is a natural extension of UNICORN in every stall’s mission to support more inclusive and human-centered restroom experiences. The program provides a credible framework that aligns our solutions with leading standards for health, accessibility, and thoughtful building design. We believe the restroom is an important part of the overall building experience, and Works with WELL helps reinforce that vision in a meaningful and tangible way.”

• Ellen Cynar, MS, MPH, Partnerships & Operations, UNICORN

“By validating that EcoWorx aligns with material health features within WELL, the Works with WELL mark makes it even easier for customers focused on health & wellbeing to make confident purchasing decisions.”

• Candi Hampton, Vice President of Global Sustainability, Shaw Industries

“For more than 40 years, Logitech has worked with industry leaders to unlock the power of people and teams to do their best work. By collaborating with IWBI and earning the Works with WELL mark on our workplace technology solutions, including Logitech Spot and Rally Board 65, we give global enterprise leaders the tools and real-time insights they need to optimize their workspaces in ways that benefit both people and the planet.”

• David Houseman, Global Head of Workplace Experience, Logitech

About the International WELL Building Institute
The International WELL Building Institute (IWBI) is a public benefit corporation and the global authority for transforming health and well-being in buildings, organizations and communities. In pursuit of its public-health mission, IWBI mobilizes its community through the development and administration of the WELL Building Standard (WELL), WELL for residential, WELL Community Standard, its WELL ratings and management of the WELL AP credential. IWBI also translates research into practice, develops educational resources and advocates for policies that promote people-first places for everyone, everywhere. More information on WELL can be found here.

International WELL Building Institute, IWBI, the WELL Building Standard, WELL v2, WELL Certified, WELL AP, WELL EP, WELL Score, The WELL Conference, We Are WELL, the WELL Community Standard, WELL Health-Safety Rated, WELL Performance Rated, WELL Equity Rated, WELL Equity, WELL Coworking Rated, WELL Residence, Works with WELL, WELL and others, and their related logos are trademarks or certification marks of International WELL Building Institute pbc in the United States and other countries.

Media contact:
media@wellcertified.com

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Key Points

• The only food bank in El Paso, Texas, has expanded its capacity to get food to people in need across a three-county area.
• The El Pasoans Fighting Hunger food bank took delivery of the tractor portion of a semi-truck donated by Marathon Petroleum and its midstream component, MPLX.
• The tractor will be used daily to haul trailers of frozen and non-perishable food to pantries, shelters and distribution events.

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The tractor portion of a semi-truck that delivered fuels for years is now hauling cargo of a much different kind: food for people in need in the El Paso, Texas, area. The El Pasoans Fighting Hunger (EPFH) food bank recently received the vehicle as a donation to expand its capacity to supply partner pantries and distribution sites across three counties.

“Every mile matters,” said EPFH CEO Kris Yagel. “This truck helps us reach more neighbors, strengthen our partnerships and ensure food gets where it’s needed most.”

The donation from Marathon Petroleum Corporation (MPC) involved its El Paso refinery and midstream segment, MPLX, which provided the unit from a fleet in its Transport & Rail component. This effort is an outgrowth of the refinery’s ongoing assistance to the food bank, which includes annual grants and employee volunteer support of monthly food distributions on refinery grounds.

“Many of our employees grew up here in El Paso, and our refinery is deeply connected to the community and with El Pasoans Fighting Hunger in particular, so we look for ways to make substantial impacts,” El Paso Vice President of Refining Les Davis said. “The additional ability that this donation brings will truly make many people’s lives better. It will be exciting to see the blue MPC semi out in the community doing the food bank’s great work.”

As El Paso’s only food bank, EPFH is the distribution center for almost 100 partner pantries. In 2024 alone, the food bank distributed 110 million pounds of food across El Paso, Hudspeth and Culberson counties.

“The tractor just came off active duty, and we removed the telematics and camera system and then detailed the unit,” said MPLX Transport Asset Reliability Manager Sam McCullough. “It’s great knowing that this tractor will be used daily to move food more efficiently to local distribution events and shelters.”

Depending upon the logistical needs of a given day, the tractor will be paired with different trailers to carry food. These include a refrigerated trailer that the El Paso refinery donated to EPFH several years ago.

“The refrigerated trailer has been put to great use, and adding a tractor is a natural extension of our efforts to increase deliveries that benefit families, seniors and children,” said El Paso Refinery Principal Corporate Social Responsibility & Community Relations Representative V.J. Smith. “We are honored to be in position to help the food bank expand its reach.”