Tag: 3BL

KeyBank Foundation presented Capital Roots with a grant of $750,000 over three years in support of the organization’s Cut Local Produce Program, a regional initiative increasing access to fresh, nutritious, locally sourced food across the Capital Region while strengthening opportunities for local farms and food producers.

The announcement was made during a special celebration and facility tour held at Capital Roots’ Food Hub and Community Room at 598 River Street in Troy.

The Cut Local Produce Program sources produce from local and regional farms and processes fruits and vegetables into ready-to-use products for schools, childcare centers, institutions, businesses, and community members. By reducing labor and preparation barriers, the program makes it easier for organizations and families to incorporate healthy, local food into everyday meals.

“This grant from KeyBank Foundation represents more than funding, it is an investment in healthier communities, stronger regional farms, and a more equitable food system,” said Amy Klein, Chief Executive Officer of Capital Roots.

Klein emphasized that the program directly addresses practical challenges institutions and individuals face when trying to use fresh local produce. “When a school wants to utilize local produce, there are barriers that can make that difficult. A cafeteria worker may not be able to cut and prep 100 pounds of sweet potatoes, but receiving them cubed and ready to bake makes it an easy and nutritious option. When we serve seniors who may have difficulty cutting a butternut squash, but love the taste, this allows them a simple, affordable option for their meals.”

Representatives from KeyBank and KeyBank Foundation highlighted the bank’s commitment to community investment, food access, and economic opportunity throughout the Capital Region.

“KeyBank is proud to support Capital Roots and its mission to expand access to fresh, affordable food and green spaces across the Capital Region,” said Erica Choi, Capital Region President, KeyBank. “Healthy, resilient communities are built when people have the resources they need to succeed, and we’re honored to invest in initiatives that create lasting benefits for local families and neighborhoods.”

“KeyBank Foundation is committed to supporting organizations and programs that help individuals and communities thrive. By improving access to healthy food, encouraging lifelong learning, and supporting overall community well-being, Capital Roots is making a real difference. Their work aligns closely with our philanthropic priorities of neighbors, education, and workforce,” said Eric Fiala, CEO, KeyBank Foundation.

“Access to fresh, nutritious food can transform a young child or family’s life,” said Senator Patricia Fahy. “By connecting our local and regional farmers with a program that has a track record of proven success, we are expanding that access to more and more families while strengthening our economy and supply chains. I want to thank Capital Roots for their important work in ensuring families can access fresh produce and KeyBank for their vision and commitment to making it happen for our Capital Region communities.”

“The Cut Local Produce Program will expand access to fresh, nutritious food for families, schools, and seniors across our region while also strengthening opportunities for local farmers and producers,” said Assemblymember John T. McDonald III, RPh. “This transformational investment from KeyBank will help build a healthier and more equitable food system while supporting economic growth throughout the Capital Region. I applaud both Capital Roots and KeyBank Foundation for their leadership and continued investment in our communities.”

“Capital Roots is an instrumental partner in the State’s goal to ensure that people in this region – and across New York State – can put food on their tables,” said New York State Department of Agriculture and Markets Commissioner Richard A. Ball. “They are successful because they continue to adapt to the community’s needs and meet consumers where they are. We congratulate Capital Roots on the expansion of the critical Cut Local Produce Program, which connects the dots between our farmers and our consumers and uses outside the box thinking on how we can get more local food into the hands of our families, students, seniors, and underserved residents.”

Guests toured Capital Roots’ Food Hub, Cut Local Produce processing line, and Incubator Kitchen, where they saw firsthand how local produce is processed and distributed throughout the region. The tour also highlighted the organization’s efforts to support emerging food entrepreneurs and create a stronger regional food economy.

The Cut Local Produce Program plays a critical role in connecting small and mid-sized farms with institutional markets that may otherwise face barriers to purchasing local food. By creating a streamlined processing and distribution system, the program helps schools, childcare providers, senior-serving organizations, businesses, and families access healthy food while ensuring local farms have reliable market opportunities.

For more information on Capital Roots and its 50-year history of impact, visit www.capitalroots.org.

Originally published on Kenvue.com

When it comes to product development, real time decisions require real time data– and when it comes to environmental data, that often means curating thousands of data sets into legible analysis for a product developer to evaluate easily. That’s where the Sustainable Innovation Profiler, a patent‑pending, science‑based, decision‑support tool developed by Kenvue, comes in.

Designed to help enable environmental performance evaluations during the product design cycle, the Profiler was launched with 600 users across our R&D team and is today integrated into our innovation. It also helps enable our Healthy Lives Mission commitment to ensure that75% of new product development can demonstrate improved environmental performance by 2030.

We are proud to share the science behind Kenvue’s Sustainable Innovation Profiler methodology for the first time. The methodology document outlines its purpose, scope, assumptions, and calculation methods. By making this incredibly robust work public,we hope to raise the bar on sustainable product innovation as well as invite the scientific community to give us feedback as we continue to evolve our approach.The Sustainable Innovation Profiler assesses formulated products across categories such as skin care, oral care, OTC medicines, nutritionals, and hair care, while excluding certain product types (e.g., engineered products, aerosols, and refill formats), with plans to expand scope over time.

The Sustainable Innovation Profiler evaluates products across four core metrics;all compared against an appropriate baseline product:

1. Product Environmental Footprint–Cradle‑to‑grave life cycle assessment methodology that assesses16 environmental impact categories (e.g., climate change, water use, land use, human toxicity)in alignment with EF3.1. Results are normalized, weighted, and aggregated into a single score.
    
2. Product Carbon Footprint– Focuses specifically on greenhouse gas emissions over the product life cycle, aligned with IPCC AR6 GWP100 methodology.
    
3. Green Chemistry– Evaluates formulation ingredients based on environmental hazard at end of life, presence of emerging‑concern ingredients, and renewable origin, guided by selected principles of Green Chemistry.
    
4. Packaging Circularity– Assesses packaging sustainability through post‑consumer recycled content, material efficiency,recycle‑ready design, and the absence of recyclability disruptors, aligned withKenvue’s sustainable packaging commitments.

For a product to be classified as having improved environmental performance, it must show improvement in at least one metric without regression in any others. Each metric is then scored on a standardized scale ranging from excellent to very poor.

Learn more by downloading the Sustainable Innovation Profiler methodology.

By Susan Illman

Charles Dickens did it. So did Darwin, Beethoven and Goethe. They took long walks to foster creativity. Aristotle debated his students while walking. Sigmund Freud conducted walking analyses with patients. More recently, President Barack Obama, KPMG Communications head Sorrelle Harper, and media mogul Arianna Huffington all revealed they take walking meetings. Mahatma Ghandi did, too. In fact, research studies show that walking can increase creativity by an average of 60%.

Movement is one of the WELL Standard’s 10 central pillars that offers over four dozen strategies for integrating movement into workplace design and programming to support health and well-being throughout the workday.

Most of us know that physical activity improves health. But we may not be as aware that physical movement as simple as walking helps to improve cognitive function. For Mental Health Awareness month, we explored how physical movement can really get the juices flowing.

Divergent thinking is the thought process used to generate creative ideas by exploring many possible solutions. “Productive creativity involves a series of steps – from idea generation to execution,” says Dr. Marily Oppezzo, an author of a Stanford University study demonstrating the benefits of walking applied to the divergent element of creative thinking. “Walking could help you at the beginning stages of creativity.”

Research studies supporting this finding are many, though the causal mechanism remains elusive. Studies have shown improved verbal creative performance after a running intervention, improved “figural creative ideation” after hours of playing sports in one week, and more physically fit school-aged children have been shown to outperform their lesser fit peers in creative thinking tasks.

WELL’s large body of research also warns that sedentary behavior is on the rise. Despite the well-known health benefits of physical activity, global estimates in the last decade show nearly a quarter of adults remain physically inactive. Adolescents and older populations demonstrate even higher levels of physical inactivity – about 80% and 53% respectively. This is why a founding principle of the WELL Movement pillar isn’t just about a healthy body; it also helps advance innovative thinking behind new ideas.

Creativity by Design
Working in a WELL Certified space may stimulate occupants’ creativity for several reasons. In the past dozen years WELL Certified office buildings have been designing circulation networks that keep occupants moving throughout the day, and far more than they realize for not having had a midday workout.

Edge West

Edge is a prominent European real estate developer based in Amsterdam focused on sustainable, smart buildings designed for health and energy efficiency. Edge designs its spaces for maximum movement:

• The EDGE Olympic building in Amsterdam was the first EDGE property to achieve Platinum level WELL Core and Shell Certification in 2019. The building includes a central staircase from the large, light-filled atrium lobby up several floors. Since then, the central staircase has become a signature design feature of EDGE buildings all over Europe. The staircase is the primary route between common areas such as the café, food and beverage areas, and fitness facilities. EDGE also maps walking routes throughout the building to encourage walking meetings and other informal movement.
• At EDGE West in Amsterdam, the designers introduced a room made specifically for walking meetings. At its center is one big square walking belt that functions like a treadmill so that people can walk as they talk. The above-cited Stanford study found the same increase in creative thinking in people who just walked on a treadmill facing a boring wall, compared to people walking outdoors.
• In EDGE Grand Central Berlin, indoor walking routes are designed to offer varying levels of stimulation. The ground floor has a route that begins in a “buzzy zone” and gradually moves towards quieter areas, allowing the brain to transition from stimulation to concentration flow. In this way, movement is not just physical but cognitive – a tool for regulating attention, energy and creativity throughout the day.

At the heart of M Moser’s innovative and pioneering healthy building design, Turbine Hall in the former St. James Power Station in Singapore, now Dyson Global Headquarters, is a steel spiral staircase that acts as the functional spine of the workplace linking all four renovated industrial floors, encouraging movement. It supports connection between departments and activates circulation. Signage throughout the space encourages employees to take the stairs, while sunroofs invite occupants to move upward and outdoors to the rooftop terrace to enjoy natural daylight and biophilia.

Spiral staircase

GTB Headquarters, the workplace for a global marketing, public relations, advertising and communications firm in Shanghai that became WELL Certified in 2016, reinforces movement through spatial planning. “The design encourages people to move, exercise and get engaged,” said Dr. Christine Bruckner, a sustainability-focused architect and director at M Moser Associates, who played a key role in designing the space. WELL design principles are embedded throughout, encouraging standing, stretching, moving and interaction by including different workstation typologies. A corridor loop – 7-feet 10-inches wide, with contrasting floor color – resembles a running track, with multiple lanes for fast and slow foot traffic and for walking meetings.

These examples of spatial planning of circulation networks in WELL Certified spaces show how thoughtful design can provide natural walking opportunities several times daily to occupants who are likely benefiting from the creativity of their low-intensity physical activity. WELL Movement strategies also guide low- to high-intensity fitness programming in spaces, which fosters healthier workplace cultures.

Movement As Culture
Alice Haigh works at Built Development Group, a construction company in Sydney, Australia (WELL Certified Platinum, 2023), and loves the gym amenity just down the road from her office. At her previous job, she had a fitness subsidy program, which gave her a gym membership discount, but didn’t necessarily get her to go to the gym. “But [Built] is above and beyond anything I’ve experienced because everyone here encourages me to use these offerings. It’s part of the culture,” she said. Her Corporate Communications team respects the blocks in her diary for going to the gym during the workday. And when she doesn’t show up, colleagues miss her and ask where she was. “It makes me want to use it more,” she said.

It’s one thing to have a free gym amenity at work. It’s another to actively support employees’ use of it. And then there’s structured programming and leaders who model use of these well-being benefits that shape the culture of a workplace.

What also draws Haigh to Built’s gym are the 4-6 week blocks of strength training and other types of physical exercise that encourage consistency. These fitness programs are all custom-developed by Built’s Head of Workplace Well-being, Haydn Masters. “He’s usually there to make adjustments on technique or push you harder,” said Haigh. “The gym is really widely used by both leadership and junior staff.”

HSBC Bank USA’s Headquarters in New York City(WELL Certified Platinum, 2024, pictured in above header) offers employees a full menu of low-impact wellness services including yoga, stretching, Tai Chi and meditation to employees in its wellness suite. HSBC also offers Mindful Meetings programming to its staff to get them moving during traditional seated meetings and increase engagement. Complimentary 5-15 minute sessions, online or in-person, offer four different types of meeting breaks: meditation, dance, chair yoga or a signature session that includes movement, stretching, connection to the breath and mindfulness practice.

WELL is a Movement
From ensuring ample walking throughout the workday and physical fitness for those who want it, WELL gets people moving to a healthy degree. WELL Certified workplaces, in particular, are reaping the health and economic rewards of having more engaged, productive, decisive and creative workforces developing their products and running their businesses. Where there’s a will, there’s WELL.

View original content here.

LINCOLN, Neb., May 27, 2026 /3BL/ – The Arbor Day Foundation’s programmatic network reached new heights in 2025, honoring more than 4,500 cities, campuses, and utilities across its five iconic recognition programs.

“Earning recognition from the Arbor Day Foundation is never automatic. It’s the result of hard work, planning, and intention. The fact that a majority of applicants reapply year after year is a testament to the value they see in being part of this incredible network of tree champions, that only continues to grow,” said Dan Lambe, chief executive of the Arbor Day Foundation. “This is a global movement that spans countries and continents, uniting people bold enough to shape a better future through trees.”

The Arbor Day Foundation’s Tree City USA, Tree Cities of the World, Tree Campus Higher Education, Tree Campus Healthcare, and Tree Line USA are all designed to recognize superior commitment to trees. The programmatic network engages cities, campuses, and utilities in all 50 U.S. states, 25 countries, and six continents.

The 2025 recognitions include:

• Tree City USA: 3,636 cities, touching nearly half of the U.S. population.
• Tree Cities of the World: 283 cities honored internationally, across six continents.
• Tree Campus (Higher Ed and Healthcare): 457 campuses acknowledged for their leadership in cultivating green spaces and engaging students, staff, and communities.
• Tree Line USA: 152 utility companies celebrated for best practices in utility arboriculture and public stewardship.

While the specific standards of each program varies, the Arbor Day Foundation outlines specific guidelines related to financial investment in tree planting and maintenance, canopy management and care, community engagement and education, and an annual celebration of trees.

Visit arborday.org/recognition to learn more about how to join the Arbor Day Foundation’s programmatic network.

About the Arbor Day Foundation 

The Arbor Day Foundation is a global nonprofit inspiring people to plant, nurture, and celebrate trees. They foster a growing community of more than 1 million leaders, innovators, planters, and supporters united by their bold belief that a more hopeful future can be shaped through the power of trees. For more than 50 years, they’ve answered critical need with action, planting more than half a billion trees alongside their partners.

And this is only the beginning.  

The Arbor Day Foundation is a 501(c)(3) nonprofit pursuing a future where all life flourishes through the power of trees. Learn more at arborday.org.

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Bob Herr| Director of Corporate Governance
David Wong| Senior Investment Strategist and Global Co-Head—Equity Business Development; Co-Chair—Responsible Investing Steering Committee, Asia-Pacific
Haruna Usui, CMA| Head of ESG Strategy―AB Japan
Trevor Kwong| Portfolio Manager—Asia ex Japan Value Equities; Senior Research Analyst—Emerging Markets Equities

Korea’s value-up reforms are realizing important governance gains. Proxy voting can help cement them.

Corporate governance in South Korea has become an investment opportunity. Since 2024, the government has used persuasion and legal pressure to improve governance in several areas, including capital allocation and protection of minority shareholders. The results have been positive, and we see potential for further gains. The best way for investors to capture these, in our view, is through a combination of fundamental research and proxy voting.

The scale of the opportunity can be gauged from the Korea Value-Up Index (KVI), which showcases companies that meet a range of governance criteria. Since its launch in late 2024, the KVI has outperformed the more broadly based Korea Composite Stock Price Index (KOSPI 200) by more than 30% (Display).

The outperformance has been driven to a small extent by flows into KVI-linked exchange-traded funds (ETFs), but it mainly reflects a positive correlation between strong corporate governance and higher investment returns. This correlation lies at the heart of the investment opportunity in South Korea, in our view, and underscores the importance of active stewardship.

Reforms Carry Legal Weight

The reforms are significant because they aim to change a key structural feature of the South Korean economy and share market. Since the 1950s, the country’s economy has been dominated by chaebols—large, family-owned conglomerates characterized by cross-shareholdings, low return on equity and conflicts between controlling and minority shareholders. They are widely regarded as causing the “Korea Discount,” or the lower valuations at which Korean shares typically trade relative to global peers.

Inspired partly by similar initiatives in Japan, the South Korean government in early 2024 launched the Corporate Value-Up Program to promote improvements in capital efficiency, higher shareholder returns and stronger governance. The KVI and associated ETFs were market-led projects to help drive the reforms.

Importantly, the campaign gained legal weight in 2025 when the government amended the Commercial Act to make clear that directors had a fiduciary duty toward all shareholders—a measure aimed at strengthening the position of minority owners. In February 2026, the government tightened the screws, amending corporate tax laws to require that high-dividend companies disclose Value-Up plans to continue receiving tax benefits.

The use of hard law goes a step further than Japan, which relies on a voluntary Corporate Governance Code. The effects of the Value-Up program are beginning to show. According to J.P. Morgan, the average total payout ratio of South Korea’s banking sector is expected to improve from 36% in 2023 to more than 50% by 2026, evidence that efforts to optimize capital allocation are under way.

The Power of Research-Based Proxy Voting

The Value-Up movement and proxy voting complement each other by being, respectively, market-wide and issuer-specific. Investors can reinforce the reform momentum by using targeted proxy voting to reward progress, reinforce expectations and signal concerns directly to management teams.

Proxy voting is most effective, in our view, when partnered with deep research and consistent methodology. Our global voting approach maintains country-specific standards for board independence, executive pay, audit practices and capital allocation. For significant holdings, investment analysts help incorporate company-specific fundamental insights to enable more constructive voting strategies. Research-based proxy voting does not mean voting for the sake of voting; we regard it as an active management tool.

The value of this approach can be seen from our track record of proxy voting in South Korea and the correlation between our support of management (an indicator of governance quality) and companies’ share-price performance. To show this, we grouped companies into equal-weighted baskets based on the number of proposals where we voted against management (VAM) and averaged their stock returns for the subsequent year. Zero-VAM companies—those most aligned with our governance expectations—went on to outperform their peers by more than 200 basis points a year on average (Display).

Governance Unlocks Value

How should investors approach the value-up opportunity? The key is, first, to use research to identify opportunities where better governance might lead to higher valuations. Proxy voting can then exert influence at the company level to make those improvements happen.

It helps, in our view, to have a broad philosophical view about what proxy voting should ideally achieve. Our own philosophy is to challenge companies to be their best, to go beyond merely complying with the local governance regime (such as the Korea Stock Exchange). In the 2025 Korea proxy season, we opposed management in 58% of meetings, reflecting our rigorous expectations.

It also helps to have a keen focus on issues where voting can make a difference. As a rule of thumb, board composition and remuneration are key concerns—not just in South Korea, but in most jurisdictions.

Are directors sufficiently independent? Does the board demonstrate diversity of thought? Is it committed to protecting minority interests and long-term value creation? Is the remuneration policy transparent? Is executive pay aligned to company performance and shareholder experience?

We believe that by pairing active management (research) with active stewardship (proxy voting) investors can do more than benefit broadly from South Korea’s reforms—they can capture issuer-specific opportunities for further upside, too.

Landon Shea, Investment Stewardship Associate and Research Lead, was instrumental in the research supporting this blog.

MSCI makes no express or implied warranties or representations, and shall have no liability whatsoever with respect to any MSCI data contained herein. The MSCI data may not be further redistributed or used as a basis for other indices or any securities or financial products. This report is not approved, reviewed or produced by MSCI.

AB engages issuers where it believes the engagement is in the best interest of its clients.

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

Learn more about AB’s approach to responsibility here.

Originally published on CVS Health Company Newsroom

Jefferson City, MO, May 12, 2026 /3BL/ – Aetna Better Health of Missouri, a CVS Health company (NYSE: CVS), announced that Aetna has committed $175,000 to support two local organizations working to help families in southern Missouri and the Kansas City and St. Louis areas. The funding will expand access to nutritious foods, strengthen farm sustainability and enhance safety and wellness supports, such as a women’s shelter and diaper bank.

“Food insecurity is one of the most significant barriers to good health, and its impact reaches far beyond hunger,” said Lisa Baird, Chief Executive Officer, Aetna Better Health of Missouri. “By collaborating with trusted community organizations, we can connect Missourians with the resources they need—whether that’s fresh, affordable produce, a safe place to stay or essential items for their children to improve their health and overall well-being. These collaborations reflect our unwavering commitment to improving whole-person health across Missouri.”

Supporting small farmers to expand food access

Donations from Aetna will support Lincoln University of Missouri’s Innovative Small Farmers’ Outreach Program (ISFOP), which focuses on addressing root causes of food insecurity in urban and semi-urban communities. The funding will help beginner and small-scale farmers expand access to fresh, affordable produce where it’s needed in neighborhoods across St. Louis, Kansas City, Joplin, Springfield, Sikeston and Cape Girardeau.

ISFOP will provide farmers with hands-on support, such as farm and business planning, skills training, adoption of sustainable practices, cost-reduction strategies and access to essential services. The initiative aims to deliver 23,000 pounds of fresh produce by July 2026 to families in need.

“Small farmers are critical contributors to community health,” said Dr. Mark Lucas, Director of the Innovative Small Farmers’ Outreach Program, Lincoln University Cooperative Extension. “Aetna’s support helps farmers build sustainable operations while increasing access to nutritious foods for Missouri families.”

Feeding America estimates one in six Missourians faces hunger, underscoring the importance of this work.

Strengthening essential supports in southwest Missouri

Aetna also provided a donation to Crosslines Community Outreach, which serves an average of 80,000 people each year through a wide range of community-based services. The funding will help sustain CCO’s food pantry—the largest in Greene County—its women’s shelter and its diaper bank, which distributed 1.4 million diapers in 2024.

Aetna’s commitment to community health

These investments build on Aetna’s ongoing efforts to address social drivers of health that influence long-term wellness. By collaborating with organizations embedded in the communities they serve, Aetna aims to improve access to healthy foods, safety resources and family supports that promote healthier futures for Missourians.

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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 building a world of health around every consumer, wherever they are. As of December 31, 2025, 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 87 million plan members. The Company also serves an estimated more than 37 million people through traditional, voluntary and consumer-directed health insurance products and related services, including highly rated Medicare Advantage offerings and a leading standalone Medicare Part D prescription drug plan. 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

 

A waterproof jacket is a system and seam sealing is a key part of making that system work. That’s why Gore has also focused on seam-sealing technology since 1979, when GORE-SEAM® Tape was developed to protect stitch lines from water penetration.

The membrane is designed to keep water out. The seam tape is designed to keep stitched areas sealed. Together with Gore’s quality management approach, they form the foundation of waterproof performance in GORE-TEX® branded products. Explore how GORE-TEX® products are tested – from membrane to seams to finished garment – at gore-tex.com/testing. Eligible GORE-TEX® products with the Black Diamond hang tag are backed by the GUARANTEED TO KEEP YOU DRY promise.

 

Further information on testing methods and garment construction principles used for GORE-TEX® branded products is available on the GORE-TEX website. Eligible GORE-TEX® products with the Black Diamond hang tag are also covered by the GUARANTEED TO KEEP YOU DRY promise, which applies under defined conditions of use. 

See frequently asked questions or learn more about the GUARANTEED TO KEEP YOU DRY promise.

About Gore Fabrics
Gore introduced GORE-TEX® Fabric to the outerwear industry more than 45 years ago and continues to develop performance apparel technologies. Gore’s Fabrics products provide comfort and protection in challenging environments and in everyday life, enabling wearers to safely and confidently achieve and experience more. From hiking in downpours to defense operations and fighting fires, Gore’s deep understanding of consumer and industry needs drives development of products with meaningful performance advantages.
https://www.gore-tex.com and https://www.goretexprofessional.com/

About Gore
W. L. Gore & Associates is a global materials science company dedicated to transforming industries and improving lives. Since 1958, Gore has solved complex technical challenges in demanding environments – from outer space to the world’s highest peaks to the inner workings of the human body. With more than 13,000 Associates and a strong, team-oriented culture, Gore generates annual revenues of $5 billion.
For more information, visit gore.com.

# # #

Products listed may not be available in all markets.
GORE, GORE-TEX, Together, improving life and designs are trademarks of W. L. Gore & Associates.
© 2026 W. L. Gore & Associates, Inc.

Gore Fabrics Business Media Contacts

Molly Cuffe
W. L. Gore & Associates
mcuffe@wlgore.com

Monika Lischke
W. L. Gore & Associates
mlischke@wlgore.com

NEW YORK, May 27, 2026 /3BL/ – Last week Novata announced the launch of Risk Atlas, a new AI-powered risk monitoring tool designed to help organizations identify, compare, and prioritize risks across portfolios and supply chains.

Framework for Comparative Risk Visibility

Risk Atlas provides a single, customizable framework for comparing risk across entities, normalizing diverse risk signals into a comparable view across portfolios and supply chains.

It enables organizations to:

• Gain insight across multiple categories to identify where risk is concentrated or emerging
• Compare risk across companies, sectors, and categories
• Understand how multiple risks contribute to an entity’s overall exposure profile
• Prioritize monitoring and engagement based on material exposure

“Risk is often fragmented across teams and systems, which makes it difficult to see the full picture,” said Meredith Binder, Chief Product and Marketing Officer at Novata. “Risk Atlas helps bring consistency to how that information is understood and used, so organizations can prioritize attention and strengthen oversight across their portfolios and supply chains.”

Measure Risk Across Five Core Categories

Risk Atlas uses AI-enabled intelligence from specialized service providers to continuously surface, structure, and refresh signals across five key categories: reputational, cyber, geopolitical, physical climate, and transition risk. This gives investors and companies broader coverage, faster visibility into emerging risks, and a clearer way to prioritize action across portfolios, suppliers, and private companies.

“We built Risk Atlas to help organizations move beyond fragmented risk signals,” said Christina Anslem, Advisory Manager at Novata. “By standardizing risk across portfolios and supply chains, the platform helps teams identify where exposure is most critical, scale monitoring more efficiently, and focus resources where action is needed most.”

From Diligence to Continuous Monitoring

Risk Atlas is designed to support the full investment lifecycle, from pre-investment screening to ongoing portfolio oversight. It enables users to:

• Flag high-risk exposures before capital deployment
• Track changes in risk over time with automated updates
• Monitor portfolio exposure at scale
• Customize risk thresholds and weighting based on strategy

For investors, Risk Atlas supports more consistent diligence, engagement, and portfolio oversight.

For companies, Risk Atlas enables more systematic visibility into supplier and regional risk.

Learn more about Risk Atlas here.

About Novata

Novata’s solutions make it easy for organizations to achieve their sustainability goals and create value. Our trusted sustainability management platform and advisory practice empowers organizations to automate data collection and reporting, streamline carbon accounting, simplify regulations, benchmark performance, and monitor risk.

Backed by the Ford Foundation, Hamilton Lane, Microsoft, Motive Partners, Omidyar Network, and S&P Global, Novata is majority controlled by mission-driven organizations and its employees, and is a B-Corp-certified public benefit corporation. www.novata.com

 

Contacts

Media Contact
Katie Stueber
press@novata.com

Complimentary Webinar:

USDA Organic Certification for Handlers: The Organic System Plan (OSP) Explained

Monday, June 15, 2026, 10:00 AM PST (1:00 PM EST)

REGISTER HERE

The Organic System Plan (OSP) is a core component of USDA organic certification, outlining how an operation meets National Organic Program (NOP) requirements. Join SCS Global Services for a practical overview of the SCS’ Handler Organic System Plan (OSP) and USDA organic certification process, from application submission through certification decision. The session is designed for handlers, brokers, traders, importers, private label brand owners, and storage or distribution operations, including those that may not take physical possession of organic product.

Participants will gain a clearer understanding of required OSP sections, supporting documentation, and common areas that may require follow up during certification review. The webinar will also outline the five stage certification process and highlight publicly available USDA and NOP resources that support first time applicants.

Topics include:
• Required Handler OSP sections applicable to all operations
• Additional OSP sections that may apply to handlers taking physical possession of organic product
• Overview of the USDA organic certification process and timelines
• Documentation commonly requested as part of the certification review process
• National Organic Program (NOP) resources available to organic applicants

Whether preparing an initial application or seeking clarity on certification requirements, attendees will leave with a stronger understanding of the Handler OSP and the organic certification process.

Can’t attend live? Register anyway to receive the recording after the event.

REGISTER NOW

For inquiries, contact:

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

MUMBAI and NEW YORK, May 27, 2026 /3BL/ – Tata Consultancy Services (TCS) (BSE: 532540, NSE: TCS), a global leader in IT services, consulting and business solutions, reported that its Corporate Social Responsibility (CSR) programming generated 9.4 million global hours of employee volunteerism during its 2026 fiscal year, which ended March 31, 2026.

In the U.S. and Canada, TCS employees volunteered with local, national and global nonprofits; supported STEM education programs for K-12 students; and mentored youth, women, veterans, Indigenous peoples and others to help expand digital opportunity and access to careers of the future. Other CSR programs supported efforts to ensure workforce readiness for new opportunities in the digital and AI-driven economy.

“I’m deeply thankful to every TCS employee who volunteered for their communities over the past year,” said Lina Klebanov, head of CSR, North America, TCS. “Their time and care—and collaboration with our nonprofit partners—helped open doors to belonging, dignity and opportunity.”

Volunteerism and pro bono services

During the 2026 fiscal year, TCS’ CSR team curated hundreds of volunteer opportunities through TCS’ myPurpose employee volunteerism platform, which helps employees find and register for opportunities as well as track impact. The team also implemented its seventh Leaders with Purpose cohort and started an eighth. Members of the FY26 graduating cohort, who competed for entry into the nine-month program that encourages and enables meaningful sustained volunteer engagement, completed online and in-person learning on nonprofit operations and delivered capstone projects in support of nonprofits in their regions.

In FY26, TCS employee volunteers supported local and national nonprofits, scientific research organizations, and TCS community engagement and education programs. These included Go Innovate Together (goIT), Ignite My Future and Tech4Hope, TCS’ pro bono technology consulting and services program for select nonprofits. During the year, Tech4Hope supported North America-based nonprofits, including Girl Up, Marici, NAF, and Sports Integrity Global Alliance, with services ranging from made-to-order customer relationship management platforms to data visualization projects.

Student empowerment

During the 2026 fiscal year, TCS’ two STEM education initiatives achieved a lifetime reach of nearly 2 million K-12 students in North America, providing skills and opportunities designed to build self-confidence and interest in STEM in support of future career success.

Ignite My Future, a teacher-focused initiative, uses computational thinking as a catalyst for transforming education. From its inception to the end of TCS’ last fiscal year, it had touched more than 32,000 teachers and more than 1.7 million students in all 50 U.S. states and multiple provinces in Canada through activities such as teacher training, classroom resources, Family STEM Nights and Career Day events. In FY26, TCS expanded the Ignite My Future-Jaguar TCS Racing partnership and invited students to enter a global student challenge related to raising excitement about STEM and all-electric racing. It offered finalists located near race cities a potential at-the-track experience designed to generate student interest in STEM education and careers they could envision for themselves after meeting Jaguar TCS Racing’s on-site teams.

goIT (Go Innovate Together) prepares students with the skills, confidence and the mindset to pursue careers of the future. The program is a digital innovation and career-readiness experience that introduces students from all backgrounds to STEM, computer science, design thinking and product innovation. Since its launch in Cincinnati, Ohio, in 2009, goIT has engaged more than 88,000 students in 211 cities across the U.S. and Canada, and has helped more than 375,000 students across 65 countries develop strategies to tackle some of the world’s most pressing challenges as defined by the United Nations 2030 Sustainable Development Goals.

In North America in FY26, goIT:

• Focused on reaching marginalized groups, delivering 48,000 hours of skill-building and computer science programming for students under 18
• Reached more than 4,100 students through goIT curricula, summer camps, and participation in goIT’s Global Innovator of the Year program and goIT’s Monthly Challenge
  • 62%+ of the students were young women
  • 83%+ of the students were members of communities considered marginalized and/or traditionally underrepresented in computer science careers
• Delivered goIT opportunities to students, teachers and other facilitators in 83 North American cities, through offerings such as student challenges, goIT Live, goIT Online Experience, and goIT Work Experience. 

Digital opportunity

TCS’ Digital Empowers initiative convenes practitioners, thought leaders, local government and industry leaders to explore how to expand the skills, resources and mindset needed to succeed in the digital economy. In FY26, Digital Empowers published a Digital Opportunity Playbook which outlines best practices and next steps for collaboration among digital opportunity stakeholders; hosted its Collaborating for Connected Futures series in New York City, Detroit and Dallas; and launched the Digital Opportunity Council. The council convenes leaders from business and the social sector with a focus on helping ensure individuals, communities and organizations do not fall behind as technology advances. Since the start of the program, these activities have attracted nearly 12,000 practitioners, thought leaders, local government and industry leaders to the Digital Empowers community.

Tata Consultancy Services Ltd (TCS)

Tata Consultancy Services (BSE: 532540, NSE: TCS) is the technology partner of choice for industry-leading organizations worldwide. Since its inception in 1968, TCS has upheld the highest standards of innovation, engineering excellence and customer service.

It has set an aspiration to become the world’s largest AI-led technology services company and is enabling its clients to transform themselves across the full AI stack, from infrastructure to intelligence.

Rooted in the heritage of the Tata Group, TCS is focused on creating long term value for its clients, its investors, its employees, and the community at large. With a highly skilled workforce spread across 56 countries and 194 service delivery centers across the world, the company has been recognized as a top employer in six continents. With the ability to rapidly apply and scale new technologies, the company has built long term partnerships with its clients. Many of these relationships have endured into decades and navigated every technology cycle, from mainframes in the 1970s to artificial intelligence today.

TCS sponsors 14 of the world’s most prestigious marathons and endurance events, including the TCS New York City Marathon, TCS London Marathon and TCS Sydney Marathon with a focus on promoting health, sustainability, and community empowerment.

TCS generated consolidated revenues of over US $30 billion in the fiscal year ended March 31, 2026. 

For more information, visit www.tcs.com.

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TCS media contacts:

Corporate Communications & India	Email: corporate.communications@tcs.com Email: santosh.castelino@tcs.com | Phone: +91 22 67789098
USA	Email: andrew.corcione@tcs.com | Phone: +1 646 617 8221
North America Corporate Social Responsibility	Email: eve.pidgeon@tcs.com | Phone: +1 313 605 1026

 

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