Tag: 3BL

ATLANTA, April 13, 2026 /3BL/ – The Ray has published its annual report—State of The Ray 2025—documenting a landmark year in which the organization achieved unprecedented national impact. Moving beyond its foundational roots in Georgia, The Ray spent 2025 mapping the geospatial data needed to develop the policy frameworks and on-the-ground implementations that will redefine American infrastructure.

The year’s hallmark achievement was the creation of a comprehensive national right-of-way (ROW) dataset in partnership with the National Laboratory of the Rockies (NLR). By mapping the energy potential and suitability of the entire U.S. roadside, The Ray is providing the data-driven solutions required to transform thousands of miles of passive land into active corridors for energy security and grid stability. As we prepare to expand our partnerships with state Department of Transportation (DOT) agencies this year, the insights we now possess make us your right-of-way experts.

On the ecological front, the Natural Capital Program proved the fiscal value of living infrastructure through several 2025 milestones. The Ray secured a $10,000 grant from the UIC Rights-of-Way as Habitat Working Group for three native pollinator meadows in Charleston County, SC, while executing site-specific habitat projects with Goodyear in Michigan and Ryder in North Carolina. These initiatives, alongside a landmark agreement with the Georgia DOT (GDOT) for ten statewide installations, utilize deep-rooted native vegetation to provide mechanical slope stabilization. By effectively reducing pollution and atmospheric elements, these projects offer a pragmatic solution to decrease mowing frequency and lower maintenance costs for state agencies.

Operational safety and circularity also reached new heights before the end of the year. In partnership with ATLDOT and Liberty Tire Recycling, LLC, The Ray completed the first municipal application of Recycled Rubber-Modified Asphalt (RMA) in downtown Atlanta—upcycling 500 tires into a more durable, quieter road surface. Simultaneously, the expansion of the Pi-Lit® Impact Detection System with GDOT has modernized asset management by providing real-time alerts within 60 seconds of a vehicle impact, ensuring critical safety hardware is repaired immediately.

“2025 was the year we realized a high level of impact on a truly national scale. Our work is no longer just a blueprint for the future; it is the technical and operational standard that federal and state partners use to build a smarter, safer, and more resilient transportation system today.”

— Allie Kelly, Executive Director

At the heart of these successes is The Ray’s unique Public-Private-Philanthropic-Partnership (P4) model. By aligning the philanthropic community’s resources with the private sector’s technical ingenuity and the public sector’s regulatory authority, we provide a neutral platform for rapid innovation. This collaborative framework is our essential tool for reimagining infrastructure—allowing us to prove that our transportation networks can be safer, cleaner, and more productive for the communities they serve.

Let’s drive the future.

Media Contact

Dallen McLemore, Communications Specialist, The Ray

229.449.6168 | dallen@theray.org | @TheRayHighway

ATLANTA, April 13, 2026 /3BL/ – The Ray has published its annual report—State of The Ray 2025—documenting a landmark year in which the organization achieved unprecedented national impact. Moving beyond its foundational roots in Georgia, The Ray spent 2025 mapping the geospatial data needed to develop the policy frameworks and on-the-ground implementations that will redefine American infrastructure.

The year’s hallmark achievement was the creation of a comprehensive national right-of-way (ROW) dataset in partnership with the National Laboratory of the Rockies (NLR). By mapping the energy potential and suitability of the entire U.S. roadside, The Ray is providing the data-driven solutions required to transform thousands of miles of passive land into active corridors for energy security and grid stability. As we prepare to expand our partnerships with state Department of Transportation (DOT) agencies this year, the insights we now possess make us your right-of-way experts.

On the ecological front, the Natural Capital Program proved the fiscal value of living infrastructure through several 2025 milestones. The Ray secured a $10,000 grant from the UIC Rights-of-Way as Habitat Working Group for three native pollinator meadows in Charleston County, SC, while executing site-specific habitat projects with Goodyear in Michigan and Ryder in North Carolina. These initiatives, alongside a landmark agreement with the Georgia DOT (GDOT) for ten statewide installations, utilize deep-rooted native vegetation to provide mechanical slope stabilization. By effectively reducing pollution and atmospheric elements, these projects offer a pragmatic solution to decrease mowing frequency and lower maintenance costs for state agencies.

Operational safety and circularity also reached new heights before the end of the year. In partnership with ATLDOT and Liberty Tire Recycling, LLC, The Ray completed the first municipal application of Recycled Rubber-Modified Asphalt (RMA) in downtown Atlanta—upcycling 500 tires into a more durable, quieter road surface. Simultaneously, the expansion of the Pi-Lit® Impact Detection System with GDOT has modernized asset management by providing real-time alerts within 60 seconds of a vehicle impact, ensuring critical safety hardware is repaired immediately.

“2025 was the year we realized a high level of impact on a truly national scale. Our work is no longer just a blueprint for the future; it is the technical and operational standard that federal and state partners use to build a smarter, safer, and more resilient transportation system today.”

— Allie Kelly, Executive Director

At the heart of these successes is The Ray’s unique Public-Private-Philanthropic-Partnership (P4) model. By aligning the philanthropic community’s resources with the private sector’s technical ingenuity and the public sector’s regulatory authority, we provide a neutral platform for rapid innovation. This collaborative framework is our essential tool for reimagining infrastructure—allowing us to prove that our transportation networks can be safer, cleaner, and more productive for the communities they serve.

Let’s drive the future.

Media Contact

Dallen McLemore, Communications Specialist, The Ray

229.449.6168 | dallen@theray.org | @TheRayHighway

CLEVELAND, April 13, 2026 /3BL/ — Homeownership remains a cornerstone of the American dream; however, according to KeyBank’s 2026 Financial Mobility Pulse Poll, 25% of Americans say homeownership currently feels out of reach. Some keys to closing this gap? Financial education, strategic planning, and expert guidance. By tapping into these resources, prospective buyers can transform uncertainty into action that can help make homeownership achievable.

The data reveals a moment of recalibration rather than retreat. 13% of Americans believe homeownership is within reach in 2026, This signals that current affordability pressures may prompt potential buyers to explore creative pathways like down payment assistance programs, first-time buyer incentives, and personalized financial coaching.

“Homeownership remains one of the most powerful tools Americans have to build long-term wealth and strengthen their communities,” said Victor Alexander, Head of Consumer Banking at KeyBank (NYSE: KEY). “Today’s buyers are approaching homeownership with more intentionality and planning than ever before, and that’s where banks can make the biggest difference. When people have the right tools and support, the path to homeownership can move from possibility into reality. At KeyBank, we’re committed to simplifying the journey with clear guidance, helpful resources, and impactful solutions designed for today’s market. “

Fair Housing Month: Making the Path to Homeownership More Accessible

April is Fair Housing Month, a time to recognize that homeownership should be accessible to every American, regardless of background or starting point. While each buyer’s journey looks different, prospective homeowners do not have to navigate the process alone.

Banks, housing counselors, and community partners offer a range of tools that can help reduce barriers, including:

• Down payment assistance programs
• Low down‑payment mortgage options
• First‑time homebuyer education
• One‑on‑one financial guidance

“The opportunity for banks and financial institutions is clear: equip Americans with the tools, knowledge, and support they need to turn aspiration into achievement, said Eric Fiala, Chief Corporate Responsibility Officer at KeyBank. “From financial education to innovative financing solutions, the right resources can empower buyers to navigate today’s market with confidence — and write their own homeownership success stories.”

What Americans Can Do to Make Homeownership Achievable

While affordability remains a challenge, there are practical steps Americans can take — now or over time — to make progress toward owning a home:

1. Start with a clear financial picture

Understanding your credit score, debt‑to‑income ratio, and savings is the foundation of any homebuying plan. KeyBank’s mortgage affordability calculator can help clarify where you stand today.

2. Explore down payment assistance options

Many state and local programs, as well as lender‑supported solutions, offer grants, credits, and low down‑payment options that can significantly lower upfront costs.

3. Talk to a banker early and often

You don’t need to be ready to buy to start the conversation. Connecting with a banker 12–18 months ahead is one step that can help improve readiness through credit planning, savings strategies, and realistic timelines. Keep that conversation going as your financial picture becomes more clear.

4. Rethink the timeline, not the goal

For many Americans, homeownership is becoming a multi‑year plan rather than an immediate step. Progress rather than speed is what matters most.

A Call to Action: Empowerment Over Uncertainty

KeyBank’s 2026 Financial Mobility Pulse Poll highlights the emotional and financial strain Americans are feeling, but it also underscores the importance of education, planning, and partnership. As housing affordability challenges persist, equipping consumers with the right tools and guidance can help keep the door to homeownership open.

KeyBank remains committed to supporting financial mobility and helping customers make progress toward their financial dreams.

To learn more about the survey findings, visit the KeyBank 2026 Financial Mobility Pulse Survey Executive Summary.

Methodology

This survey was conducted online by Schmidt Market Research in January 2026 polling 1,000 Americans ages 18-70. All respondents have sole or shared responsibility for household financial decisions and maintain a checking or savings account. The survey examined respondents’ spending and savings habits, levels of financial confidence, stress and resiliency factors, economic sentiment, and debt impacts.

ABOUT KEYCORP

KeyCorp’s roots trace back more than 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $184 billion at December 31, 2025.

Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 950 branches and approximately 1,200 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank Member FDIC.

NMLS #399797. Equal Housing Lender.

CFMA #260403-4302378

 

CLEVELAND, April 13, 2026 /3BL/ — Homeownership remains a cornerstone of the American dream; however, according to KeyBank’s 2026 Financial Mobility Pulse Poll, 25% of Americans say homeownership currently feels out of reach. Some keys to closing this gap? Financial education, strategic planning, and expert guidance. By tapping into these resources, prospective buyers can transform uncertainty into action that can help make homeownership achievable.

The data reveals a moment of recalibration rather than retreat. 13% of Americans believe homeownership is within reach in 2026, This signals that current affordability pressures may prompt potential buyers to explore creative pathways like down payment assistance programs, first-time buyer incentives, and personalized financial coaching.

“Homeownership remains one of the most powerful tools Americans have to build long-term wealth and strengthen their communities,” said Victor Alexander, Head of Consumer Banking at KeyBank (NYSE: KEY). “Today’s buyers are approaching homeownership with more intentionality and planning than ever before, and that’s where banks can make the biggest difference. When people have the right tools and support, the path to homeownership can move from possibility into reality. At KeyBank, we’re committed to simplifying the journey with clear guidance, helpful resources, and impactful solutions designed for today’s market. “

Fair Housing Month: Making the Path to Homeownership More Accessible

April is Fair Housing Month, a time to recognize that homeownership should be accessible to every American, regardless of background or starting point. While each buyer’s journey looks different, prospective homeowners do not have to navigate the process alone.

Banks, housing counselors, and community partners offer a range of tools that can help reduce barriers, including:

• Down payment assistance programs
• Low down‑payment mortgage options
• First‑time homebuyer education
• One‑on‑one financial guidance

“The opportunity for banks and financial institutions is clear: equip Americans with the tools, knowledge, and support they need to turn aspiration into achievement, said Eric Fiala, Chief Corporate Responsibility Officer at KeyBank. “From financial education to innovative financing solutions, the right resources can empower buyers to navigate today’s market with confidence — and write their own homeownership success stories.”

What Americans Can Do to Make Homeownership Achievable

While affordability remains a challenge, there are practical steps Americans can take — now or over time — to make progress toward owning a home:

1. Start with a clear financial picture

Understanding your credit score, debt‑to‑income ratio, and savings is the foundation of any homebuying plan. KeyBank’s mortgage affordability calculator can help clarify where you stand today.

2. Explore down payment assistance options

Many state and local programs, as well as lender‑supported solutions, offer grants, credits, and low down‑payment options that can significantly lower upfront costs.

3. Talk to a banker early and often

You don’t need to be ready to buy to start the conversation. Connecting with a banker 12–18 months ahead is one step that can help improve readiness through credit planning, savings strategies, and realistic timelines. Keep that conversation going as your financial picture becomes more clear.

4. Rethink the timeline, not the goal

For many Americans, homeownership is becoming a multi‑year plan rather than an immediate step. Progress rather than speed is what matters most.

A Call to Action: Empowerment Over Uncertainty

KeyBank’s 2026 Financial Mobility Pulse Poll highlights the emotional and financial strain Americans are feeling, but it also underscores the importance of education, planning, and partnership. As housing affordability challenges persist, equipping consumers with the right tools and guidance can help keep the door to homeownership open.

KeyBank remains committed to supporting financial mobility and helping customers make progress toward their financial dreams.

To learn more about the survey findings, visit the KeyBank 2026 Financial Mobility Pulse Survey Executive Summary.

Methodology

This survey was conducted online by Schmidt Market Research in January 2026 polling 1,000 Americans ages 18-70. All respondents have sole or shared responsibility for household financial decisions and maintain a checking or savings account. The survey examined respondents’ spending and savings habits, levels of financial confidence, stress and resiliency factors, economic sentiment, and debt impacts.

ABOUT KEYCORP

KeyCorp’s roots trace back more than 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $184 billion at December 31, 2025.

Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 950 branches and approximately 1,200 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank Member FDIC.

NMLS #399797. Equal Housing Lender.

CFMA #260403-4302378

 

Key points

• Expanding stem cell donor awareness, in addition to diversifying the registry, is a critical public health priority that determines whether patients receive life-saving treatments.
• Max, a 15 year-old waiting for a match, represents the thousands of patients who need someone from outside their family to be their lifeline.
• Becoming a stem cell donor is simple, accessible, and safe.

Every three to four minutes in the United States, someone hears words that change their life forever: you have a blood cancer. As a physician, I have delivered diagnoses like this and felt the weight of what those words mean for patients and families. Today, as Aetna’s Chief Medical Officer, I want to share why this moment calls for action.

More than 75 diseases, including leukemia and sickle cell disease, can be cured or effectively treated with a blood stem cell or bone marrow transplant. But the science only works if a matching donor can be found.

A real family in need

Recently, I learned of a family whose story stayed with me. Their 15-year-old son, Max has a very rare blood disorder which if not treated by a stem cell transplant in the next couple of months will develop into MDS (Myelodysplastic Syndromes) or AML (Acute Myeloid Leukemia), which are forms of blood cancer. Max’s Colombian heritage makes finding an ideal donor match particularly challenging.

Like so many families, they are waiting. Hoping. Praying that someone they have never met will step forward in time. And they are not alone. Thousands of patients in the U.S. are searching right now for a blood stem cell donor and, without greater donor diversity, for many of these patients a perfect match may never be found.

Ethnicity and diversity matter when matching

Donor matching is closely tied to genetic background and patients of African, Afro Caribbean, Hispanic, Asian, mixed heritage, or Indigenous descent face significantly lower odds of finding a perfect match. While many hope a match will be identified within their family, seven out of ten patients do not have a fully matched donor among their relatives. For these individuals, the national and global donor registries are their only lifeline. The challenge becomes even more profound for patients from underrepresented communities.

Across global donor registries, white patients have an 80% chance of a perfect match. For Latino and Hispanic patients, it’s less than 50% and for Black patients, less than 30%. This is one of the most urgent and persistent health disparities in modern medicine. As clinicians and scientists, we continue to push the boundaries of what is possible in cancer care. But no breakthrough drug or technology can overcome the absence of donors. When no match is found, families are left with heartbreak that could have been prevented. The greatest barrier is not science. It’s awareness.

How donation works

Registering to become a blood stem cell donor is simple. It only takes a few minutes and usually starts with a painless cheek swab. If you are ever identified as a match, the donation process is most often similar to giving blood. Serious complications are rare, and donors are supported every step of the way. Yet myths, fear, and lack of information continue to hold people back, especially in communities where donors are needed most. I invite you to learn the facts by visiting common myths and facts about blood stem cell and bone marrow donation.

You could be someone’s miracle

You could be the reason a parent gets more time with their child. The reason a young adult gets to plan a future. A few minutes of your time could mean a lifetime for someone else.

Let’s turn hope into action and save lives together. To join the donor registry, visit my.nmdp.org/CVSAETNA or for more information, visit NMDP (formerly Be the Match) or DKMS.

NMDP. https://www.nmdp.org, 2026

Published by Las Vegas Sands on March 20, 2026

/3BL/ – Sands’ priority on creating opportunities for advancement and helping its workforce build meaningful careers encompasses a broad suite of training and professional development programs anchored by the Sands Academy global training and development program.

Over the past year, the company and its regions introduced several new initiatives to help Team Members fulfill their career objectives by increasing hard skills, while cultivating acumen for new responsibilities, managerial positions and overall leadership in the workplace.

Elevating New Managers in Las Vegas

At corporate headquarters in Las Vegas, the learning and development team has introduced Elevate, a program to support new managers as they begin their leadership journeys. Initially piloted with a small cohort of managers, the training series features a full day of interactive,

hands-on learning through realistic scenarios and interactive simulated exercises that emphasize the importance of delegation and focusing on strategic priorities. Program participants have appreciated both the topics covered and the mix of learning with practical exercises.

Accelerating Leadership, Technology and Job Skills in Macao

Sands China has launched the Integrated Resort Leader Development Programme to build a pipeline of capable, forward-looking leaders for the integrated resort industry. Designed in collaboration with Cornell University and SHL, which bring world-class curriculum design and talent assessment capabilities, the program fast-tracks high-potential Team Members through tailored coaching and mentorship, leadership training, business visits, and opportunities to present their ideas and expertise.

Participants gain insights into global management practices and stretch their strategic thinking skills to address opportunities and challenges, preparing them to lead in the evolving tourism and leisure industry. Seminars combine international perspectives with practical instruction for the integrated resort industry in Macao.

Sands China also has introduced the AI Up-Skilling Programme to train Team Members in practical applications using AI to help them succeed in the digital era. The training series includes LinkedIn Learning modules covering AI fundamentals; hands-on training at the Huawei Global Training Center in Hangzhou; a customized workshop focusing on practical skills, tool selection and ethical use; as well as online coaching and workshops to apply learnings to business strategy.

“Talent development drives growth for both our people and our organization,” Paulo Cheong, senior vice president of human resources at Sands China, said. “It shapes a culture built on impact, innovation and a lifelong learning mindset. This culture underpins our training programs, which are designed with purpose and ambition, and reflects our long-term commitment to developing a highly skilled workforce ready to lead the future of work.”

To enhance specific hospitality skill sets in the culinary industry, Sands China and the Macao University of Tourism introduced the Sands China Western Culinary Elite Programme, an eight-week initiative at the world-renowned École Ducasse culinary school in France for new hires in the culinary field. The program nurtures emerging culinary talent to support development of the next generation of professionals and Macao as a United Nations Educational, Scientific and Cultural Organization (UNESCO) Creative City of Gastronomy.

Delivering “Above Beyond” in Singapore

In Singapore, Marina Bay Sands’ Brand Service Culture Transformative Series continues to have tremendous impact in reinforcing the resort’s “Above Beyond” brand vision for excellence through immersive workshops and experiential learning. The program emphasizes emotional intelligence, distinctive service, and strategies for trust, accountability and collaboration.

Offered in two tracks based on job level, the training features a Brand Service Culture Leadership Series for people managers to develop leadership behaviors that foster trust and credibility while driving team performance. The second track, a Brand Service Culture Transformative Series, targets all of Marina Bay Sands’ 12,000 Team Members and focuses on aligning personal values with the resort’s brand, as well as helping participants master emotional intelligence and deliver impeccable service.

“By equipping our Team Members with these skills, tools and shared language, we aim to reinforce our culture and strengthen our brand promise at every touchpoint,” Chan Yit Foon, senior vice president of human resources at Marina Bay Sands, said. “Above Beyond is more than a tagline; it’s a way of being. Our people managers must guide their teams to embody this ethos in every action. In living out our brand promise together, we can turn simple moments into lasting memories.”

These programs are part of Sands Academy’s full suite of offerings aimed at fostering advancement, which develop the whole person through both job and career training, as well as educational opportunities centered on mental, physical and social well-being. For more information on Sands’ workforce development initiatives, read the latest ESG report: https://www.sands.com/resources/reports/.

Originally published on newsroom.marykay.com

We Believe In Women Before They Believe In Themselves
Mary Kay Ash built her iconic company on a dream to enrich women’s lives around the world. What began in 1963 as a small act of courage has become a timeless beauty brand built on purpose, transforming lives and igniting self-growth. Today, Mary Kay stands as a beacon of women’s empowerment, operating in 40 markets worldwide and recognized as one of the world’s most beloved consumer brands.

A Business With Purpose At Its Heart
For more than 60 years, the Mary Kay selling opportunity has been at the heart of everything we do. We believe every woman deserves the chance to build something of her own, on her own terms. Through direct selling, we are proud to foster a low-risk pathway to independent entrepreneurship that evolves with the needs of women and consumers at every stage of their lives.

The Mary Kay opportunity empowers women around the world to build their business on their own terms, selling high-quality Mary Kay® products, sharing beauty and confidence within their communities, and earning a supplemental income with flexibility. Each Independent Beauty Consultant is a small business owner who turns passion into purpose and purpose into possibility.

When you buy from a Mary Kay Independent Beauty Consultant, you’re supporting a local women-led business, and the families and communities that thrive because of it. Mary Kay Ash said it best: “Nothing happens unless somebody sells something.” That simple truth still powers everything we do and remains the foundation of our business, guided by the highest standards of ethics and integrity.

A Community Built On Connection
Our community of Independent Beauty Consultants (IBCs) around the world is as diverse as the goals that fuel it. They know that with the Mary Kay opportunity they are “in business for themselves, but not by themselves.” We equip them with education, mentorship, and digital tools to meet customers where they are, while keeping the human touch that defines us. Our commitment to their personal and professional growth has changed the trajectory for millions of women who, in turn, have made a profound impact on their families and communities around the world.

A Legacy Of Innovation And Impact
Mary Kay is still family-owned and family-led, a rare distinction in today’s world and a reflection of our long-term commitment to building a business that uplifts people, evolves, and delivers lasting value. Purpose infuses everything we do; it’s the thread connecting our powerful brand, our legacy and the next generation of IBCs and consumers who seek entrepreneurial opportunities and products that align with their lives and aspirations.

Countless stories underscore the transformative power of what we do and what we offer. Learn more here.

Did You Know:

• 6.2 million Americans are engaged in direct selling^[1].
• 73% of direct sellers in the U.S. are women^[2].
• In the U.S. direct selling has achieved 34.7 billion in retail sells in 2024^[3].
• 30% of Sales Force members who started a Mary Kay Business in 2024 are under the age of 35^[4].

Recent Recognition and Impact Data:

• #1 Direct Selling Brand of Skincare and Color Cosmetics in the World by Euromonitor International^[5] in 2023, 2024 and again in 2025.
• Ranked #8 on Forbes 2026 Best Brands for Social Impact list. Mary Kay is the only beauty brand, only direct selling brand in the Top 10.
• Ranked #2 on Forbes 2026 Best Customer Service list.
• Ranked #11 in the Women’s Wear Daily 2024 Top 100 of Beauty Companies (2025).
• Newsweek gave us a Five Stars rating for Newsweek’s America’s Greatest Workplaces for Women in 2025 and again in 2026.
• Earned The “Large Corporation of the Year” 2026 Award from the Dallas Entrepreneurship Center (DEC) Network State of Entrepreneurship.
• 1,200+ patents globally held by Mary Kay for products, technologies, and packaging designs in its portfolio, which displays our dedication to innovation.
• $230 Million donated in monetary and in-kind donations globally since 1996 to support victims of domestic violence and research on cancers affecting women.
• 37 grants awarded to young women pursuing STEM dreams.
• 38 years of work in partnership with The Nature Conservancy, 17 years with the Arbor Day Foundation.

***

About Mary Kay

One of the original glass ceiling breakers, Mary Kay Ash founded her dream beauty brand in Texas in 1963 with one goal: to enrich women’s lives. Learn more at marykayglobal.com. Find us on Facebook, Instagram, and LinkedIn, or follow us on X.

###
 

^{[1] 2025 DSEF Growth & Outlook Report.}

^{[2] U.S. Direct Selling Association.}

^{[3] U.S. Direct Selling Association}

^{[4] Source: Mary Kay Inc. 2024 U.S. data.}

^{[5] Source: Euromonitor International Limited; Beauty and Personal Care 2023 Edition, value sales at RSP, 2022, 2023 and 2024 data.}

Complimentary Webinar:

SQF Edition 10: Updates & Change Management Process

Tuesday, April 28, 2026, 9:00 AM PST (12:00 PM EST)

REGISTER HERE

What’s changing in SQF Edition 10 — and what does it mean for your team?

Join this live session from SCS Global Services for a clear, practical overview of the most important updates, including new expectations around food safety culture and the revised assessment scoring approach.

You’ll walk away with:

• A breakdown of key SQF Edition 10 changes
• Insight into how scoring updates may impact your audit outcomes
• Practical steps to support implementation
• A structured approach to managing change across your organization

Whether you’re just starting to review the new code or actively planning your transition, this session will help you move forward with clarity.

Can’t make it live? Register anyway – all attendees get access to the recording.
 

REGISTER NOW

 

For inquiries, contact:

Shyama Devarajan 
Senior Marketing Analyst, SCS Global Services 
sdevarajan@scsglobalservices.com

• Strengthens climate disclosures with enhanced alignment to International Financial Reporting Standards (IFRS) S1 and S2, including quantification of key climate risks and opportunities
• Expands fourth climate change scenario analysis to include Japan, with a 2050 horizon
• Advances nature and biodiversity conservation, restoration and education with launch of CDL EcoTrain, CDL MicroForest and CDL MicroFarm
• Recognised across 14 global ESG benchmarks, including MSCI ‘AAA’, CDP ‘A’ List for Climate Change and Water Security, Global 100 Most Sustainable Corporations in the World

City Developments Limited (CDL) has released its 19th Integrated Sustainability Report (ISR) 2026, titled “Time for Impact: Future-Proofing Planet, People and Prosperity”. The report highlights CDL’s continued progress in decarbonisation, enhanced climate disclosures in progressive alignment with IFRS S1 and S2, and expanded efforts to accelerate nature-positive outcomes. It also reflects the Group’s sustainability leadership since 1995 and its progress towards achieving its Environmental, Social and Governance (ESG) goals and targets under the CDL Future Value 2030 Sustainability Blueprint.

In 2025, CDL reduced its Scope 1 and 2 operational carbon emissions for assets under direct management and operational control by 29% from 2016 levels. It also achieved a 50% reduction in Scope 3 embodied carbon emissions for new developments completed in 2025, based on project-level assessments, alongside a 59.6% reduction in Scope 3 emissions for its investments. These reductions support the Group’s Science Based Targets initiative (SBTi)-validated targets.

Ms Esther An, CDL’s Chief Sustainability Officer, said, “As 2030 draws closer, Singapore continues to push forward with strong ambition and clear direction toward decarbonisation and a City in Nature. At CDL, we remain steadfast in maintaining our momentum and commitment to ESG as a driver of long-term resilience and value creation. In 2025, we strengthened our climate and nature-related disclosures, advanced decarbonisation across our operations and value chain, and launched high-impact initiatives such as the CDL EcoTrain and CDL MicroForest to support climate education and regenerate urban biodiversity. These efforts reflect our commitment to sustainability as a long-term business imperative, and we will continue to work with our partners and stakeholders to future-proof our portfolio and contribute to a low-carbon, nature-positive future.”

Strengthening Climate Disclosures and IFRS Sustainability Reporting Standards Alignment

In 2025, CDL continued its dynamic double materiality assessment, evaluating both impact and financial materiality. The top five issues ranked highest for 2025 are:

• Decarbonisation – Energy Efficiency & Adoption of Renewables
• Cyber-readiness, Security and Data Privacy
• Green and Healthy Buildings – Product/Service Quality and Responsibility
• Occupational Health, Safety and Well-being
• Governance and Business Conduct

With the implementation of the IFRS S1 and S2 for STI constituents, CDL has taken further steps towards adopting the global sustainability reporting baseline. The Group undertook a rigorous assessment to identify and quantify its top three climate-related risks and opportunities, enhancing transparency and strengthening integration of climate considerations into strategic planning.

In December 2025, CDL completed its fourth climate change scenario study with an independent consultant, significantly enhancing the depth and breadth of its analysis. The study expanded its scope and geographical coverage to include Japan and assessed the Group’s exposure to physical and transition risks across short, medium and long-term horizons from 2030 to 2050.

Amid rapid global biodiversity loss, CDL has intensified its commitment to nature preservation and regeneration, publishing its third Taskforce on Nature-related Financial Disclosures (TNFD) report within the ISR. Key advancements include expanding its asset coverage to 27 hotels and offices in the United Kingdom, a deeper dive into the Singapore and New Zealand portfolios, and the use of new nature-related tools and databases for reporting and analysis.

Since 2017, CDL has secured over S$11 billion in sustainable finance, leveraging its strong sustainability performance and credibility, validated by global ESG benchmarks such as FTSE4Good, MSCI ESG Ratings (‘AAA’ since 2010), and the CDP with double A List (‘A’ ratings for Climate Change (since 2018) and Water Security (since 2019). CDL was also ranked 69th on the 2026 Corporate Knights Global 100 Most Sustainable Corporations in the World, maintaining its position as Singapore’s top real estate management and leasing company.

Accelerating Collaboration for a Low-Carbon and Nature-Positive Future

As Scope 3 emissions become increasingly critical to the net-zero transition, CDL continues to engage and empower its value chain. In October 2025, the first cohort of 42 SMEs graduated from CDL’s SME Supplier Decarbonisation Queen Bee Programme. The initiative was developed with Enterprise Singapore, Global Green Connect and DBS Bank. Participating SME suppliers were equipped with the knowledge and tools to measure and manage their carbon footprint while strengthening supply chain resilience.

CDL also continued to actively engage tenants in its green building initiatives. In 2025, it concluded the City Green Tenant Bonus Programme, a pioneering decarbonisation initiative launched in 2024 for tenants at Republic Plaza, its flagship commercial property. Building on its Green Lease framework, the programme incentivised tenants to adopt more sustainable practices and reduce energy consumption, supporting efforts to lower Scope 3 emissions.

In 2025, CDL significantly advanced its nature and biodiversity agenda with the launch of three innovative community initiatives at its flagship City Square Mall — the CDL EcoTrain, CDL MicroForest and CDL MicroFarm. These initiatives support CDL’s adoption of the TNFD and underscore the Group’s efforts to enhance urban biodiversity, build climate resilience and inspire future eco-champions. In its first year of operation, the zero-energy CDL EcoTrain reached more than 70,000 visitors and over 1,500 workshop participants. 

Designed to mitigate urban heat, enhance climate resilience and boost biodiversity, the CDL MicroForest, located at City Square Mall’s City Green park, is Singapore’s first research-driven tropical microforest in a retail mall. Based on recent first-year findings, temperatures within the CDL MicroForest can be up to 5°C cooler than in surrounding and roadside areas.

These initiatives reflect CDL’s commitment to advancing climate impact and future-proofing its developments and portfolio.

Issued by City Developments Limited (Co. Regn. No. 196300316Z)
For media enquiries, please contact CDL Corporate Communications:

Belinda Lee, Head, Investor Relations & Corporate Communications
+65 6877 8315 / +65 9751 1004

Eunice Yang
+65 6877 8338 / +65 9690 8224

Jill Tan
+65 6877 8484 / +65 9155 1362

Follow CDL on social media:
Instagram: @citydevelopments / instagram.com/citydevelopments
LinkedIn: linkedin.com/company/citydevelopments
X: @CityDevLtd / x.com/citydevltd

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Key Takeaways

• Climate risk is increasingly being reframed as a core business issue – not just a sustainability additive.
• Shared supplier challenges highlight the need for collective solutions
• Validation and opportunities for MCAP

Cascale recently contributed to Schneider Electric Perspectives Day Asia in Hong Kong, convening 150 senior executives from across the consumer goods industry. The event brought together leaders in sustainability, finance, energy, and supply chain to explore practical pathways to net-zero.

Nicole Lee-Kauer, manager of Cascale’s Manufacturer Climate Action Program (MCAP), joined a breakout panel called “Advancing Supply Chain Decarbonization: Leveraging Data, System Interoperability, and Regulatory Compliance,” injecting learnings from the Manufacturer Climate Action Program (MCAP), now in its fifth cohort.

The 18-month program is a pivotal initiative that unifies global manufacturers to combat climate change across the consumer goods industry, driving sustainable change through science-aligned targets (SATs). Engaging over 85 manufacturers to date, the program is open to all manufacturers looking to accelerate the adoption of science-aligned GHG reduction targets within their Scope 1 and 2 emissions. Manufacturers and brands can register for the informational webinar April 21 (register now).

Across the event, a clear theme was present: accountability. Organizations are increasingly integrating climate risk into enterprise-wide risk management, rather than treating it as a standalone sustainability topic. Companies such as Philippines‑based conglomerate Ayala and hotel chain Marriott are embedding climate considerations into governance structures, linking performance to executive decision-making and incentives. This reflects growing alignment between sustainability and financial accountability.

Discussions with brands and retailers, including Japanese beverage retailer Asahi, Henderson Land, and Hong Kong Land reinforced that manufacturers face similar decarbonization challenges across sectors. These shared barriers point to the importance of collective action, aligned tools, and consistent data to drive progress at scale.

A separate session offered insights from FairPrice Group’s supplier decarbonization program. There was strong alignment with Cascale’s MCAP, particularly in terms of the program’s approach to target-setting and capacity building. For example, FairPrice’s use of a supplier segmentation model and structured training offers a practical example of how brands can engage manufacturers more effectively.

At the same time, their experience underscores the role of enabling environments. Public funding, supportive policy frameworks, and cross-border partnerships are key accelerators for supplier decarbonization. These learnings present opportunities to further strengthen MCAP, including the potential development of a simple self-assessment tool to help manufacturers evaluate readiness for programs like MCAP or science-based targets.

In all, events like Perspectives Day Asia reinforce Cascale’s role not only as a convener, bringing diverse perspectives in consumer goods, but also as a contributor to cross-industry dialogue.

Register for MCAP Webinar