The start of a new school year brings more than fresh notebooks and new classrooms. It brings possibilities. For students across the country, heading back to school means taking another step toward a degree, a rewarding career and a brighter future. But for many, that journey comes with obstacles, from the rising cost of education to a lack of support and career connections.

Over the past five years, KeyBank Foundation has invested more than $32 million in education-focused programs designed to help students succeed at every stage of their journey, from accessing higher education, to persisting through challenges, to preparing for meaningful careers after graduation. Across the country, nonprofit and higher education partners are helping turn that investment into measurable outcomes and life-changing opportunities for students.

Opening Doors Through Scholarships and Access

For many students, college begins with a simple question: Can I afford it? Scholarship programs supported by KeyBank Foundation are helping make the answer “yes.”

In Pittsburgh, support of scholarships through Pittsburgh Promise is helping students pursue higher education while contributing to broader community success. Today, Pittsburgh’s high school graduation rate has reached 87%, college persistence has climbed to 78%, and achievement gaps continue to narrow.

In two of KeyBank’s largest markets, Buffalo and Cleveland, KeyBank Foundation has provided longstanding support for Say Yes Buffalo and Say Yes Cleveland. These initiatives help remove financial barriers to higher education by connecting eligible students with tuition scholarships, wraparound support services and resources that help students succeed from high school through college and beyond. More recently, KeyBank Foundation also supported the expansion of Say Yes into Niagara Falls, helping extend access to these resources to additional students and families.
 

Say Yes eventGroup holding up oversized check made out to Say Yes Niagara Falls

At the University of Colorado Foundation, scholarship support is helping students access higher education and stay on track to complete their degrees. Through the program, 20 students received scholarships, and 10 junior recipients are on track to graduate by or before summer 2026. Students report reduced financial stress, less reliance on student loans and a greater ability to focus on academics, leadership opportunities, and personal and professional development as they prepare for life after graduation.

A scholarship is more than financial assistance. It’s reassurance, confidence and the freedom to focus on the future.

Supporting Success Beyond Enrollment

Getting into college is one milestone. Staying on track is another.

Organizations like Native Forward Scholars Fund are helping students navigate that journey through leadership development, financial literacy and career-readiness programming. Over the past two years, Native Forward engaged 427 Native students, more than doubling its goal, while reaching a population where 97% of participants come from low-to-moderate-income households.

In Oregon, Latino Network‘s Escalera and Fuerza programs are helping students stay engaged and focused on their goals. The results are powerful: 93% of seniors graduated from high school, and 94% of summer participants enrolled in college the following fall.

Latino Network

Behind every percentage is a student who stayed the course when challenges could have derailed their path.

Building Pathways from Education to Employment
Students don’t just want a diploma, they want success after graduation. That’s why career exploration and workforce development programs are so important.

Through Hartford Promise’s College to Career Pipeline, 475 students received career coaching, professional development and real-world work experience. The program helped students secure 35 internships and 27 jobs, while connecting them with more than 60 employers.

Small group holding an oversized check for Hartford Promise

Meanwhile, students participating in Le Moyne College’s ERIE21 Tech Saturdays are exploring STEM careers through hands-on learning, workplace visits and mentorship opportunities that help them envision futures in technology, healthcare and other high-demand fields

Beyond the Numbers

The true impact of education isn’t measured only by grades, diplomas or statistics. It’s first-generation college students who realize higher education is within reach. It’s teenagers who discover a career path they never knew existed. It’s graduates who walk across a stage knowing they have the skills, confidence and support to build a successful future.

As students head back to school this year, many are doing so with greater opportunity, stronger support systems and a clearer path forward. That’s the power of investing in education and in the potential of every student, helping them thrive today while building the workforce, leaders and innovators who will strengthen our communities and economy for years to come. By supporting students, KeyBank Foundation is helping create pathways to prosperity that benefit individuals, families and the communities we serve.

Originally published on newsroom.marykay.com

MUNICH, September 8, 2026 /3BL/ – With Beauty Is More Beautiful Shared™, Mary Kay Germany is bringing the company’s largest-ever global brand campaign to the German market. At the heart of the campaign is a belief that has shaped Mary Kay for more than 60 years: beauty has its greatest impact when it is shared. At a time when beauty is increasingly influenced by digital platforms, filters, and self-presentation, Beauty Is More Beautiful Shared™ deliberately takes a different approach. The campaign puts authentic connections, mutual inspiration, and the unifying power of women center stage.

“Beauty Is More Beautiful Shared™ reflects who we are and what we have always stood for: women supporting women,” said Ryan Rogers, Chief Executive Officer of Mary Kay Inc. “As we enter our next phase of growth, we celebrate and empower every Mary Kay woman, from our Independent Beauty Consultants to their customers. Beauty Is More Beautiful Shared™ is more than a campaign; it is a movement.”

For many women in Germany, beauty is a shared experience that transcends generations. The campaign celebrates how customers and Independent Beauty Consultants connect through trusted relationships, exchanging beauty knowledge, product recommendations, and personal experiences that create meaningful bonds and lasting communities across age groups.

"Pass the lipstick like a baton" with image of younger and older women
With Beauty Is More Beautiful Shared™, Mary Kay Germany is bringing the company's largest-ever global brand campaign to the German market. (Image Credit: Mary Kay Inc.) 

The launch of Beauty Is More Beautiful Shared™ in Germany will be accompanied by a range of local activations designed to bring the campaign message to life.

  • October 1, 2026 – The first event will take place at Matcha Daily, Leopoldstraße 20 in Munich, from 10:00 a.m. to 6:00 p.m. Visitors will have the opportunity to discover the new campaign, enjoy an exclusive Mary Kay Matcha, and immerse themselves in the world of Beauty Is More Beautiful Shared™. Selected influencers and content creators will accompany the activation on their social media channels and share their experiences with their followers.
  • November 19, 2026 – In partnership with InStyle Magazine, Mary Kay Germany will host an exclusive event for invited influencers and content creators. The event will focus on inspiring connections, authentic conversations, and the message behind Beauty Is More Beautiful Shared™. Invited guests will have the opportunity to experience the brand and selected Mary Kay® products firsthand, try them out, and share their impressions directly with their communities.
"Invite everyone, no invite only" with people standing together
Through Beauty Is More Beautiful Shared™ Mary Kay directly addresses the shift in beauty, tapping into a profound cultural longing for community and connection that the world, and generations of women, are feeling more than ever. (Image Credit: Mary Kay Inc.)

“For forty years, Mary Kay has empowered women across Germany to dream bigger, achieve more, and help others rise along the way. As we prepare to celebrate our 40th anniversary here in Germany, the Beauty Is More Beautiful Shared™ campaign honors the extraordinary strength of our community and the belief that success is most meaningful when it is shared. The campaign also reflects the powerful connections between generations of women, with beauty knowledge, confidence, and entrepreneurial spirit being shared from one generation to the next. We are proud of the lasting impact Mary Kay has had on generations of German women and excited to continue building businesses, confidence, and lasting connections for years to come,” said Elke Kopp, General Manager of Mary Kay Germany, Switzerland, and the Netherlands.

 

"Girls don't let girls gatekeep" with image of makeup container
For many women in Germany, beauty is a shared experience that transcends generations.  (Image Credit: Mary Kay Inc.)

Mary Kay will continue to support the campaign throughout the remainder of the year with additional activities, including an extensive social media communications program across Mary Kay’s Instagram, Facebook, and YouTube channels.

Did You Know?

  • Mary Kay celebrates its 40th anniversary in Germany in 2026.
  • The company’s German headquarters are located in Munich, serving the markets of Germany, Switzerland, and the Netherlands.
  • For more than 60 years, Mary Kay has empowered women to build their own businesses and achieve their entrepreneurial goals independently.
  • Mary Kay Is the #1 Direct Selling Brand of Skin Care and Color Cosmetics in the World1 four years in a row.
  • Today, Mary Kay operates in 40 markets worldwide, connecting millions of people through beauty, community, and entrepreneurship.
"Be a you who inspires other to be more them" with people standing together
The company&apos;s German headquarters are located in Munich, serving the markets of Germany, Switzerland, and the Netherlands. Mary Kay also celebrates its 40<sup>th</sup> anniversary in Germany in 2026. (Image Credit: Mary Kay Inc.)

***

About Mary Kay

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

Mary Kay Inc. Corporate Communications
newsroom.marykay.com

  1. “Source Euromonitor International Limited; Beauty and Personal Care 2026 Edition, value sales at RSP, 2025 Data”

Originally published on newsroom.marykay.com

MUNICH, September 8, 2026 /3BL/ – With Beauty Is More Beautiful Shared™, Mary Kay Germany is bringing the company’s largest-ever global brand campaign to the German market. At the heart of the campaign is a belief that has shaped Mary Kay for more than 60 years: beauty has its greatest impact when it is shared. At a time when beauty is increasingly influenced by digital platforms, filters, and self-presentation, Beauty Is More Beautiful Shared™ deliberately takes a different approach. The campaign puts authentic connections, mutual inspiration, and the unifying power of women center stage.

“Beauty Is More Beautiful Shared™ reflects who we are and what we have always stood for: women supporting women,” said Ryan Rogers, Chief Executive Officer of Mary Kay Inc. “As we enter our next phase of growth, we celebrate and empower every Mary Kay woman, from our Independent Beauty Consultants to their customers. Beauty Is More Beautiful Shared™ is more than a campaign; it is a movement.”

For many women in Germany, beauty is a shared experience that transcends generations. The campaign celebrates how customers and Independent Beauty Consultants connect through trusted relationships, exchanging beauty knowledge, product recommendations, and personal experiences that create meaningful bonds and lasting communities across age groups.

"Pass the lipstick like a baton" with image of younger and older women
With Beauty Is More Beautiful Shared™, Mary Kay Germany is bringing the company&apos;s largest-ever global brand campaign to the German market. (Image Credit: Mary Kay Inc.)&nbsp;

The launch of Beauty Is More Beautiful Shared™ in Germany will be accompanied by a range of local activations designed to bring the campaign message to life.

  • October 1, 2026 – The first event will take place at Matcha Daily, Leopoldstraße 20 in Munich, from 10:00 a.m. to 6:00 p.m. Visitors will have the opportunity to discover the new campaign, enjoy an exclusive Mary Kay Matcha, and immerse themselves in the world of Beauty Is More Beautiful Shared™. Selected influencers and content creators will accompany the activation on their social media channels and share their experiences with their followers.
  • November 19, 2026 – In partnership with InStyle Magazine, Mary Kay Germany will host an exclusive event for invited influencers and content creators. The event will focus on inspiring connections, authentic conversations, and the message behind Beauty Is More Beautiful Shared™. Invited guests will have the opportunity to experience the brand and selected Mary Kay® products firsthand, try them out, and share their impressions directly with their communities.
"Invite everyone, no invite only" with people standing together
Through Beauty Is More Beautiful Shared™ Mary Kay directly addresses the shift in beauty, tapping into a profound cultural longing for community and connection that the world, and generations of women, are feeling more than ever. (Image Credit: Mary Kay Inc.)

“For forty years, Mary Kay has empowered women across Germany to dream bigger, achieve more, and help others rise along the way. As we prepare to celebrate our 40th anniversary here in Germany, the Beauty Is More Beautiful Shared™ campaign honors the extraordinary strength of our community and the belief that success is most meaningful when it is shared. The campaign also reflects the powerful connections between generations of women, with beauty knowledge, confidence, and entrepreneurial spirit being shared from one generation to the next. We are proud of the lasting impact Mary Kay has had on generations of German women and excited to continue building businesses, confidence, and lasting connections for years to come,” said Elke Kopp, General Manager of Mary Kay Germany, Switzerland, and the Netherlands.

 

"Girls don't let girls gatekeep" with image of makeup container
For many women in Germany, beauty is a shared experience that transcends generations. &nbsp;(Image Credit: Mary Kay Inc.)

Mary Kay will continue to support the campaign throughout the remainder of the year with additional activities, including an extensive social media communications program across Mary Kay’s Instagram, Facebook, and YouTube channels.

Did You Know?

  • Mary Kay celebrates its 40th anniversary in Germany in 2026.
  • The company’s German headquarters are located in Munich, serving the markets of Germany, Switzerland, and the Netherlands.
  • For more than 60 years, Mary Kay has empowered women to build their own businesses and achieve their entrepreneurial goals independently.
  • Mary Kay Is the #1 Direct Selling Brand of Skin Care and Color Cosmetics in the World1 four years in a row.
  • Today, Mary Kay operates in 40 markets worldwide, connecting millions of people through beauty, community, and entrepreneurship.
"Be a you who inspires other to be more them" with people standing together
The company&apos;s German headquarters are located in Munich, serving the markets of Germany, Switzerland, and the Netherlands. Mary Kay also celebrates its 40<sup>th</sup> anniversary in Germany in 2026. (Image Credit: Mary Kay Inc.)

***

About Mary Kay

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

Mary Kay Inc. Corporate Communications
newsroom.marykay.com

  1. “Source Euromonitor International Limited; Beauty and Personal Care 2026 Edition, value sales at RSP, 2025 Data”

Originally published on CVS Health Company Newsroom

Historically, weight management has been framed as a matter of diet, exercise and willpower. But for many women, the experience is far more complex.

From reproductive years through menopause and beyond, hormonal changes, life transitions and evolving health priorities can influence how women gain, lose and maintain weight. These factors can shape not only weight-related outcomes, but also overall well-being, confidence and long-term health.

That’s why CVS Health® is taking a broader view.

In our new report, Redefining Care: Weight Management as Women’s Health, we explore how a more personalized, whole-person approach to weight management can better support women throughout their lives. Drawing on real-world outcomes and survey insights from women participating in the CVS Weight Management™ program, the report highlights both the progress women are achieving and the challenges they continue to navigate.

Women’s experiences with weight are not one-size-fits-all

More than 40% of women in the U.S. are living with obesity, and women experience severe obesity at higher rates than men. But statistics only tell part of the story. Women’s weight management journeys are often shaped by factors that traditional approaches may overlook, including hormonal fluctuations, mental health, caregiving responsibilities, sleep challenges and changes associated with aging.

As GLP-1 therapies continue to expand treatment options, there is growing recognition that medication alone may not address all of the factors influencing long-term success. Nutrition, physical activity, behavioral support and education remain important components of sustainable weight management.

What women told us

Among women surveyed in the CVS Weight Management™ program, many reported benefits that extended beyond weight loss.

More than eight in ten women said they were satisfied with the program, and many reported improvements in their perceptions of future health, quality of life and confidence in their ability to manage their weight over time.

Women also expressed strong interest in personalized support, including progress-tracking tools, customized nutrition and exercise plans, educational content and access to health care experts. These findings reinforce the importance of solutions that meet women where they are and help them navigate their unique health journeys.

Life stage matters

The report also found that women’s priorities and challenges can change significantly throughout life.

Younger women were more likely to express interest in mental health resources, lifestyle support and digital engagement tools. During perimenopause and menopause, many women reported that hormonal changes affected their ability to manage weight and expressed interest in symptom support and hormone-related education. Later in life, concerns shifted toward mobility, bone health and maintaining physical function.

These findings point to an important reality: weight management support that works for one woman may not be what another woman needs at a different stage of life.

Looking ahead

As understanding of obesity and weight management continues to evolve, there is an opportunity to move beyond a narrow focus on pounds lost and toward a more holistic understanding of women’s health.

At CVS Health®, we’re exploring how personalized support, behavioral health resources, nutritional guidance and coordinated care can come together to help women achieve their health goals in ways that fit their lives. The goal is not simply weight loss, but supporting long-term health, resilience and well-being across the lifespan.

To learn more, read the full report, Redefining Care: Weight Management as Women’s Health: A Life-Course Perspective Informed by Real-World Experiences.

 

Originally published on CVS Health Company Newsroom

Historically, weight management has been framed as a matter of diet, exercise and willpower. But for many women, the experience is far more complex.

From reproductive years through menopause and beyond, hormonal changes, life transitions and evolving health priorities can influence how women gain, lose and maintain weight. These factors can shape not only weight-related outcomes, but also overall well-being, confidence and long-term health.

That’s why CVS Health® is taking a broader view.

In our new report, Redefining Care: Weight Management as Women’s Health, we explore how a more personalized, whole-person approach to weight management can better support women throughout their lives. Drawing on real-world outcomes and survey insights from women participating in the CVS Weight Management™ program, the report highlights both the progress women are achieving and the challenges they continue to navigate.

Women’s experiences with weight are not one-size-fits-all

More than 40% of women in the U.S. are living with obesity, and women experience severe obesity at higher rates than men. But statistics only tell part of the story. Women’s weight management journeys are often shaped by factors that traditional approaches may overlook, including hormonal fluctuations, mental health, caregiving responsibilities, sleep challenges and changes associated with aging.

As GLP-1 therapies continue to expand treatment options, there is growing recognition that medication alone may not address all of the factors influencing long-term success. Nutrition, physical activity, behavioral support and education remain important components of sustainable weight management.

What women told us

Among women surveyed in the CVS Weight Management™ program, many reported benefits that extended beyond weight loss.

More than eight in ten women said they were satisfied with the program, and many reported improvements in their perceptions of future health, quality of life and confidence in their ability to manage their weight over time.

Women also expressed strong interest in personalized support, including progress-tracking tools, customized nutrition and exercise plans, educational content and access to health care experts. These findings reinforce the importance of solutions that meet women where they are and help them navigate their unique health journeys.

Life stage matters

The report also found that women’s priorities and challenges can change significantly throughout life.

Younger women were more likely to express interest in mental health resources, lifestyle support and digital engagement tools. During perimenopause and menopause, many women reported that hormonal changes affected their ability to manage weight and expressed interest in symptom support and hormone-related education. Later in life, concerns shifted toward mobility, bone health and maintaining physical function.

These findings point to an important reality: weight management support that works for one woman may not be what another woman needs at a different stage of life.

Looking ahead

As understanding of obesity and weight management continues to evolve, there is an opportunity to move beyond a narrow focus on pounds lost and toward a more holistic understanding of women’s health.

At CVS Health®, we’re exploring how personalized support, behavioral health resources, nutritional guidance and coordinated care can come together to help women achieve their health goals in ways that fit their lives. The goal is not simply weight loss, but supporting long-term health, resilience and well-being across the lifespan.

To learn more, read the full report, Redefining Care: Weight Management as Women’s Health: A Life-Course Perspective Informed by Real-World Experiences.

 

Managers of lower-risk facilities know that ergonomic assessments are crucial for Environmental Health and Safety (EHS) because they help identify and mitigate potential musculoskeletal disorders and other health risks associated with workplace setups and practices.

An ergonomic assessment provides a structured way to identify workplace risk factors before they result in injuries, lost productivity, or increased workers’ compensation costs. Whether you’re evaluating an office, laboratory, distribution support area, or another lower-risk environment, conducting regular ergonomic assessments helps organizations prioritize improvements based on data rather than assumptions.

Conducting an ergonomic assessment begins with understanding where risks exist, evaluating how work is performed, and prioritizing improvements that reduce injury risk while supporting employee health and operational performance. Following these seven steps provides a practical framework for building or strengthening an ergonomics program.

7 Steps for Conducting an Ergonomic Assessment

  1. Review existing data and any past ergonomic assessments
  2. Establish a standard ergonomic assessment method 
  3. Get a real-life picture of your facility
  4. Engage employees and get direct feedback on their workspaces 
  5. Gather objective data
  6. Assess data and prioritize risk
  7. Craft a plan to implement mitigation 

Today’s workplaces also look different than they did just a few years ago. Many organizations now support hybrid workforces, flexible workstations, shared office environments, and employees working from multiple locations. As work environments evolve, ergonomic assessments should also evolve to ensure all employees have safe, comfortable workspaces regardless of where they perform their jobs.

The seven steps below provide a practical framework for conducting an ergonomic assessment.

What Is an Ergonomic Assessment?

Ergonomic assessments are an objective study of how employees work. The assessments help identify the ergonomic risks such as repetitive tasks that can cause strains, improper work area setup, and improper use of tools, which can result in the development of work-related musculoskeletal disorders (MSDs).

A comprehensive workplace ergonomic assessment evaluates how employees interact with their work environment, equipment, and job tasks. Depending on the role, this may include reviewing workstation design, lifting techniques, reaching distances, computer setup, tool selection, work pace, environmental conditions, and repetitive movements.

The goal is not simply to correct individual discomfort, but to identify systemic improvements that reduce injury risk while improving employee comfort, productivity, and long-term wellbeing.

1. Review existing data and any past ergonomic assessments 

Step one to crafting or improving your ergonomics program involves taking a history. You need to establish a baseline understanding of work-related incidents and injuries that have already occurred.

Review injury and illness logs, workers’ compensation reports, first aid logs, accident, and near-miss investigation reports, insurance company reports, safety committee meeting minutes, and any worker reports of problems.

This will allow you to identify common issues, injuries, and complaints–and to zero in on high-risk departments or job types. This, in turn, will establish a data-driven benchmark that will be important for measuring success in the future.

2. Establish a standard ergonomic assessment method 

Your organization will likely conduct initial and follow-up ergonomic assessments to measure progress and identify improvement opportunities. As a result, it’s important to establish a standard assessment method and set of tools so you can compare apples to apples and accurately identify risk factors.

Create an ergonomic assessment brief that outlines your methodology framework and tools for collecting both subjective and objective data. Then use the brief as a guide to ensure each assessment follows the same set of tools and documentation methods. Some tools to consider using include:

  • WISHA Caution Zone Checklist
  • WISHA Hazard Zone Checklist
  • WISHA Lifting Calculator or NIOSH Lifting Equation (check for phone apps!)
  • Rapid Upper Limb Assessment (RULA)
  • Rapid Entire Body Assessment (REBA)
  • Snook Tables
  • Hand-Arm Vibration (HAV) Calculator

While each organization will use different tools depending on its operations, it’s important to understand when each method is most effective. For example:

  • RULA is commonly used for office environments and tasks involving repetitive upper-body movements.
  • REBA is well suited for evaluating whole-body postures commonly found in manufacturing and healthcare settings.
  • The NIOSH Lifting Equation helps evaluate manual material handling activities involving lifting.
  • WISHA checklists provide an effective screening method for identifying common ergonomic hazards early in the assessment process

3. Get a real-life picture of your facility

If you want your ergonomics program to be successful, you need to have on-the-ground knowledge of the environment that employees are working in.

Consider doing a Gemba walk of the facility in question. Get a glimpse of workers in action by going on-site to collect subjective observations. Take extensive notes, and consider capturing photos and video to help you remember specific details and generate improvement ideas.

Today’s assessments should also consider hybrid work arrangements, shared workstations, remote employees, sit-stand workstations, and mobile technology. In some cases, virtual ergonomic assessments or video-based workstation reviews can supplement on-site evaluations, particularly for geographically dispersed teams.

If you have facilities spread around the world, engage a global EHS consultant with ergonomics experience. A consultant offers broad-based knowledge and expertise, and can not only conduct the assessment but also provide the analysis–giving you actionable next steps. Many EHS managers have no travel budget but have global responsibilities. While hiring a consultant is an additional cost upfront, it gets around this issue and gets you the data you need to make informed decisions.

4. Engage employees and get direct feedback on their workspaces

During an on-site visit, you’ll certainly need to hang back and observe workers in their daily operations—but you should also take time to talk to them. Involving them in the process can lend you detailed, first-hand insights on how you can improve their work life, as well as strengthen your company’s safety culture.

Get the conversation going by explaining your mission and asking them questions about what they do, how they do it, how long they do it, who trained them, how they work, training standards, and how they feel about their environment. Some questions you could ask include:

  • Does your job involve heavy or strenuous lifting?
  • Do you experience discomfort while doing your job?
  • Do you get easily fatigued when performing your job?
  • What do you see as the biggest safety issue with your job?
  • How would you solve the issue?
  • What would make you more comfortable in your workspace?

Another way to gain employee insights is through a comfort survey. A comfort survey will allow employees to anonymously or openly share how they feel about their working conditions and any issues they’re having.

5. Gather objective data 

Once you’ve reviewed historical data and collected employee observations, it’s time to gather objective ergonomic data.

Use the insights you’ve collected to prioritize the job tasks and departments requiring detailed evaluation. Then apply your chosen methodology and assessment tools consistently across each task.

Some organizations are also beginning to incorporate wearable sensors, digital assessment platforms, or AI-assisted video analysis to identify repetitive motions and awkward postures. While these technologies can improve data collection, professional ergonomic evaluation remains essential for interpreting findings and developing practical recommendations.

6. Assess data and prioritize risk

Once you’ve collected both subjective and objective data and insights, analyze your findings to identify workplace hazards and prioritize improvements. 

Begin by reviewing the information in its entirety, taking note of insights that stand out. Dive into each job type or department category to get a more granular picture of risks and potential opportunities.

Some questions to ask yourself throughout this process are:

  • What is the injury risk associated with this job type?
  • What is the severity of injury?
  • What is the likelihood of injury?
  • Can the risk be mitigated or reduced?

Then, create a prioritized list of mitigation opportunities that can be addressed in both the short and long term.

7. Craft a plan to implement mitigation

Now that your analysis is complete, it’s time to put what you’ve learned into action. Bring your EHS team, safety committee, and/or operations management together and use your list to write out a strategy for addressing risks and mitigation opportunities. Some questions to consider during your discussion might include:

  • What is our implementation timeline?
  • Which risks should be addressed first?
  • How will success be measured?
  • What training and resources are needed?
  • Which stakeholders should be involved?
  • How will progress be communicated?

When selecting solutions, prioritize engineering controls whenever possible, such as redesigning workstations, modifying equipment, or introducing mechanical lifting aids. Administrative controls—including job rotation, work-rest schedules, and updated procedures—can further reduce exposure, while employee training helps reinforce safe work practices. This layered approach creates more sustainable ergonomic improvements than relying on training alone.

Common Ergonomic Risks in Lower-Risk Facilities

Although lower-risk facilities generally experience fewer severe injuries than manufacturing or construction environments, ergonomic hazards remain common. Typical examples include:

  • Office environments: Poor monitor placement, improper chair adjustments, prolonged sitting, and awkward keyboard positioning.
  • Laboratories: Extended microscope use, repetitive pipetting, and static standing postures.
  • Distribution support and light warehouse operations: Repetitive scanning, packing, reaching, and light manual material handling.
  • Healthcare administration: Extended computer use, document handling, and repetitive administrative tasks.
  • Shared or hybrid workspaces: Inconsistent workstation setup, laptop use without external peripherals, and temporary workstations.

Identifying these hazards early helps organizations reduce MSD risk while improving employee comfort and productivity.

Building a Stronger Ergonomics Program

An effective ergonomic assessment is more than a compliance exercise. It provides organizations with a practical framework for identifying workplace risks, prioritizing improvements, and creating healthier, more productive work environments. By following these seven steps, organizations can build an ergonomics program that supports employee wellbeing while reducing injury risk over time.

Whether you’re conducting a single ergonomic evaluation or developing a comprehensive ergonomics program across multiple facilities, Antea Group’s Ergonomics services can help you identify risks, prioritize improvements, and implement practical solutions tailored to your operations through our RiskRight EHS For Low-Risk Environments services.

Frequently Asked Questions About Ergonomic Assessments

What is an ergonomic assessment?

An ergonomic assessment evaluates how employees interact with their workstations, equipment, tools, and job tasks to identify risk factors that may contribute to musculoskeletal disorders or other workplace injuries.

How often should ergonomic assessments be conducted?

Many organizations perform assessments when new workstations are introduced, job tasks change, injuries occur, or employees report discomfort. Periodic reassessments also help identify new risks over time.

Who should perform an ergonomic assessment?

Assessments may be conducted by trained internal EHS professionals, ergonomists, occupational health specialists, or experienced consultants, depending on the complexity of the work environment.

What is the difference between an ergonomic assessment and an ergonomic risk assessment?

The terms are often used interchangeably. In practice, an ergonomic risk assessment typically focuses specifically on identifying and evaluating workplace risk factors, while an ergonomic assessment may also include recommendations for workstation improvements, employee education, and program development.

What are the most common ergonomic hazards?

Common hazards include repetitive motion, awkward postures, excessive force, static positions, vibration, poorly designed workstations, and improper lifting techniques.

Managers of lower-risk facilities know that ergonomic assessments are crucial for Environmental Health and Safety (EHS) because they help identify and mitigate potential musculoskeletal disorders and other health risks associated with workplace setups and practices.

An ergonomic assessment provides a structured way to identify workplace risk factors before they result in injuries, lost productivity, or increased workers’ compensation costs. Whether you’re evaluating an office, laboratory, distribution support area, or another lower-risk environment, conducting regular ergonomic assessments helps organizations prioritize improvements based on data rather than assumptions.

Conducting an ergonomic assessment begins with understanding where risks exist, evaluating how work is performed, and prioritizing improvements that reduce injury risk while supporting employee health and operational performance. Following these seven steps provides a practical framework for building or strengthening an ergonomics program.

7 Steps for Conducting an Ergonomic Assessment

  1. Review existing data and any past ergonomic assessments
  2. Establish a standard ergonomic assessment method 
  3. Get a real-life picture of your facility
  4. Engage employees and get direct feedback on their workspaces 
  5. Gather objective data
  6. Assess data and prioritize risk
  7. Craft a plan to implement mitigation 

Today’s workplaces also look different than they did just a few years ago. Many organizations now support hybrid workforces, flexible workstations, shared office environments, and employees working from multiple locations. As work environments evolve, ergonomic assessments should also evolve to ensure all employees have safe, comfortable workspaces regardless of where they perform their jobs.

The seven steps below provide a practical framework for conducting an ergonomic assessment.

What Is an Ergonomic Assessment?

Ergonomic assessments are an objective study of how employees work. The assessments help identify the ergonomic risks such as repetitive tasks that can cause strains, improper work area setup, and improper use of tools, which can result in the development of work-related musculoskeletal disorders (MSDs).

A comprehensive workplace ergonomic assessment evaluates how employees interact with their work environment, equipment, and job tasks. Depending on the role, this may include reviewing workstation design, lifting techniques, reaching distances, computer setup, tool selection, work pace, environmental conditions, and repetitive movements.

The goal is not simply to correct individual discomfort, but to identify systemic improvements that reduce injury risk while improving employee comfort, productivity, and long-term wellbeing.

1. Review existing data and any past ergonomic assessments 

Step one to crafting or improving your ergonomics program involves taking a history. You need to establish a baseline understanding of work-related incidents and injuries that have already occurred.

Review injury and illness logs, workers’ compensation reports, first aid logs, accident, and near-miss investigation reports, insurance company reports, safety committee meeting minutes, and any worker reports of problems.

This will allow you to identify common issues, injuries, and complaints–and to zero in on high-risk departments or job types. This, in turn, will establish a data-driven benchmark that will be important for measuring success in the future.

2. Establish a standard ergonomic assessment method 

Your organization will likely conduct initial and follow-up ergonomic assessments to measure progress and identify improvement opportunities. As a result, it’s important to establish a standard assessment method and set of tools so you can compare apples to apples and accurately identify risk factors.

Create an ergonomic assessment brief that outlines your methodology framework and tools for collecting both subjective and objective data. Then use the brief as a guide to ensure each assessment follows the same set of tools and documentation methods. Some tools to consider using include:

  • WISHA Caution Zone Checklist
  • WISHA Hazard Zone Checklist
  • WISHA Lifting Calculator or NIOSH Lifting Equation (check for phone apps!)
  • Rapid Upper Limb Assessment (RULA)
  • Rapid Entire Body Assessment (REBA)
  • Snook Tables
  • Hand-Arm Vibration (HAV) Calculator

While each organization will use different tools depending on its operations, it’s important to understand when each method is most effective. For example:

  • RULA is commonly used for office environments and tasks involving repetitive upper-body movements.
  • REBA is well suited for evaluating whole-body postures commonly found in manufacturing and healthcare settings.
  • The NIOSH Lifting Equation helps evaluate manual material handling activities involving lifting.
  • WISHA checklists provide an effective screening method for identifying common ergonomic hazards early in the assessment process

3. Get a real-life picture of your facility

If you want your ergonomics program to be successful, you need to have on-the-ground knowledge of the environment that employees are working in.

Consider doing a Gemba walk of the facility in question. Get a glimpse of workers in action by going on-site to collect subjective observations. Take extensive notes, and consider capturing photos and video to help you remember specific details and generate improvement ideas.

Today’s assessments should also consider hybrid work arrangements, shared workstations, remote employees, sit-stand workstations, and mobile technology. In some cases, virtual ergonomic assessments or video-based workstation reviews can supplement on-site evaluations, particularly for geographically dispersed teams.

If you have facilities spread around the world, engage a global EHS consultant with ergonomics experience. A consultant offers broad-based knowledge and expertise, and can not only conduct the assessment but also provide the analysis–giving you actionable next steps. Many EHS managers have no travel budget but have global responsibilities. While hiring a consultant is an additional cost upfront, it gets around this issue and gets you the data you need to make informed decisions.

4. Engage employees and get direct feedback on their workspaces

During an on-site visit, you’ll certainly need to hang back and observe workers in their daily operations—but you should also take time to talk to them. Involving them in the process can lend you detailed, first-hand insights on how you can improve their work life, as well as strengthen your company’s safety culture.

Get the conversation going by explaining your mission and asking them questions about what they do, how they do it, how long they do it, who trained them, how they work, training standards, and how they feel about their environment. Some questions you could ask include:

  • Does your job involve heavy or strenuous lifting?
  • Do you experience discomfort while doing your job?
  • Do you get easily fatigued when performing your job?
  • What do you see as the biggest safety issue with your job?
  • How would you solve the issue?
  • What would make you more comfortable in your workspace?

Another way to gain employee insights is through a comfort survey. A comfort survey will allow employees to anonymously or openly share how they feel about their working conditions and any issues they’re having.

5. Gather objective data 

Once you’ve reviewed historical data and collected employee observations, it’s time to gather objective ergonomic data.

Use the insights you’ve collected to prioritize the job tasks and departments requiring detailed evaluation. Then apply your chosen methodology and assessment tools consistently across each task.

Some organizations are also beginning to incorporate wearable sensors, digital assessment platforms, or AI-assisted video analysis to identify repetitive motions and awkward postures. While these technologies can improve data collection, professional ergonomic evaluation remains essential for interpreting findings and developing practical recommendations.

6. Assess data and prioritize risk

Once you’ve collected both subjective and objective data and insights, analyze your findings to identify workplace hazards and prioritize improvements. 

Begin by reviewing the information in its entirety, taking note of insights that stand out. Dive into each job type or department category to get a more granular picture of risks and potential opportunities.

Some questions to ask yourself throughout this process are:

  • What is the injury risk associated with this job type?
  • What is the severity of injury?
  • What is the likelihood of injury?
  • Can the risk be mitigated or reduced?

Then, create a prioritized list of mitigation opportunities that can be addressed in both the short and long term.

7. Craft a plan to implement mitigation

Now that your analysis is complete, it’s time to put what you’ve learned into action. Bring your EHS team, safety committee, and/or operations management together and use your list to write out a strategy for addressing risks and mitigation opportunities. Some questions to consider during your discussion might include:

  • What is our implementation timeline?
  • Which risks should be addressed first?
  • How will success be measured?
  • What training and resources are needed?
  • Which stakeholders should be involved?
  • How will progress be communicated?

When selecting solutions, prioritize engineering controls whenever possible, such as redesigning workstations, modifying equipment, or introducing mechanical lifting aids. Administrative controls—including job rotation, work-rest schedules, and updated procedures—can further reduce exposure, while employee training helps reinforce safe work practices. This layered approach creates more sustainable ergonomic improvements than relying on training alone.

Common Ergonomic Risks in Lower-Risk Facilities

Although lower-risk facilities generally experience fewer severe injuries than manufacturing or construction environments, ergonomic hazards remain common. Typical examples include:

  • Office environments: Poor monitor placement, improper chair adjustments, prolonged sitting, and awkward keyboard positioning.
  • Laboratories: Extended microscope use, repetitive pipetting, and static standing postures.
  • Distribution support and light warehouse operations: Repetitive scanning, packing, reaching, and light manual material handling.
  • Healthcare administration: Extended computer use, document handling, and repetitive administrative tasks.
  • Shared or hybrid workspaces: Inconsistent workstation setup, laptop use without external peripherals, and temporary workstations.

Identifying these hazards early helps organizations reduce MSD risk while improving employee comfort and productivity.

Building a Stronger Ergonomics Program

An effective ergonomic assessment is more than a compliance exercise. It provides organizations with a practical framework for identifying workplace risks, prioritizing improvements, and creating healthier, more productive work environments. By following these seven steps, organizations can build an ergonomics program that supports employee wellbeing while reducing injury risk over time.

Whether you’re conducting a single ergonomic evaluation or developing a comprehensive ergonomics program across multiple facilities, Antea Group’s Ergonomics services can help you identify risks, prioritize improvements, and implement practical solutions tailored to your operations through our RiskRight EHS For Low-Risk Environments services.

Frequently Asked Questions About Ergonomic Assessments

What is an ergonomic assessment?

An ergonomic assessment evaluates how employees interact with their workstations, equipment, tools, and job tasks to identify risk factors that may contribute to musculoskeletal disorders or other workplace injuries.

How often should ergonomic assessments be conducted?

Many organizations perform assessments when new workstations are introduced, job tasks change, injuries occur, or employees report discomfort. Periodic reassessments also help identify new risks over time.

Who should perform an ergonomic assessment?

Assessments may be conducted by trained internal EHS professionals, ergonomists, occupational health specialists, or experienced consultants, depending on the complexity of the work environment.

What is the difference between an ergonomic assessment and an ergonomic risk assessment?

The terms are often used interchangeably. In practice, an ergonomic risk assessment typically focuses specifically on identifying and evaluating workplace risk factors, while an ergonomic assessment may also include recommendations for workstation improvements, employee education, and program development.

What are the most common ergonomic hazards?

Common hazards include repetitive motion, awkward postures, excessive force, static positions, vibration, poorly designed workstations, and improper lifting techniques.

In Kenya, managing chronic disease often means navigating cost, distance, and uncertainty—every single time. These barriers make consistent care difficult to sustain for many patients. Through a collaborative Access to Healthcare program, partners build pathways to affordable, continuous care.

For thousands of people living with type 2 diabetes or hypertension in Kenya, managing their condition is not just about medical advice or prescriptions. It is about access.

Access can mean the distance to the nearest clinic. The cost of medication. The time away from work. The bus fare required to cross town, sometimes more than once. For many patients, even a routine check-up means leaving children or elderly relatives unattended or giving up income they cannot afford to lose. “For many patients, access isn’t just about distance—it’s about time, income, and the choices no one should have to make,” says Hale Asikoglu Erkol, Head of Sustainable Development for Generations, India, Middle East, Turkey and Africa.

These realities make consistent care difficult to sustain. And when care is delayed or interrupted, the consequences are real: avoidable complications, preventable hospitalizations, and, in some cases, loss of life.

A growing health challenge

Kenya faces a rising burden of non-communicable diseases. More than 1.8 million adults live with diabetes, and approximately 5.5 million adults aged 30–79 have hypertension-of which only 16% are currently treated. Access to affordable, continuous care remains limited—particularly in rural and underserved communities.

For patients, the challenge is rarely a lack of motivation. It is a system that often requires too much time, too much travel, and too much money to sustain long-term treatment.

That reality is what the Access to Healthcare program was designed to address.

A patient-first model for continuous care

Launched in 2022 by Boehringer Ingelheim, the Access to Healthcare program in Kenya is an end-to-end, patient-centered initiative focused on improving disease management for people living with type 2 diabetes and hypertension.

Rather than addressing a single barrier, the program supports the full patient care journey—bringing services closer to communities, reducing financial burden, and strengthening continuity of care over time.

At its core is a tiered pricing model, ensuring that eligible patients can access medication at an affordable cost. But affordability alone is not enough. Sustained care also requires follow-up, guidance, and trust. That is why the program includes regular nurse follow-ups for at least 12 months, supporting patients as they manage their conditions and adhere to treatment plans.

A journey designed around patients

Screening
Commmunity pop-up clinics provide testing and referrals, bringing services directly into neighborhoods with limited healthcare infrastructure.

Diagnosis
Physicians confirm diagnoses, while an independent team assesses eligibility for program enrollment.

Enrollment
Eligible patients receive affordable medication and are assigned to a nurse for ongoing support.

Follow-up
Over a period of at least 12 months, nurses and health coaches provide guidance, adherence support, and medication refills.

The Access to Healthcare program follows a clear, patient-centered pathway. This continuity matters. It shifts care from a one-time interaction to an ongoing relationship.

Partnerships at the core

The Access to Healthcare program is built on a simple principle: healthcare innovation only matters when it leads to real outcomes. Achieving that requires collaboration.

The program is delivered through a network of partners, each contributing distinct expertise:

Zuri Health
manages the end-to-end patient journey, from screening and referrals to enrollment and follow-up, using digital tools accessible via SMS and USSD.

Mission for Essential Drugs and Supplies (MEDS)
provides affordable medicines and supports healthcare facilities through reliable distribution.

AMPATH
supports implementation through 20 facilities, enabling physician-driven enrollment.

mPharma
tracks patient numbers, enrollment, and adherence across the program.

Together, these partners help meet patients where they are; geographically, financially, and clinically. Built on close collaboration with local stakeholders, the program is designed to adapt to current healthcare realities, strengthen existing capacities, and support more integrated, people-centered health solutions.

Making real impact at scale

  • Reach: 140,000+ patients reached and screened
     
  • Care: 10,000+ patients currently receiving treatment
     
  • Network: 30+ facilities hospitals, community centers, and clinics involved
     
  • Support: 20,000 sessions of coaching completed to date

Since its launch, the program has reached meaningful scale. Together, these figures represent more than reach. They reflect patients who are no longer navigating the healthcare system alone.

Why Zuri Health matters

As a social entrepreneur supported through Boehringer Ingelheim’s Social Business, Zuri Health plays a critical role in the program’s success.

In 2023, Zuri Health joined the Social Business Accelerator program to pilot a continuous care model for hypertension and diabetes. Data from that pilot revealed a consistent challenge: patients in rural areas often discontinue treatment due to difficulties accessing medication and a lack of follow-up care.

“When treatment stops, it’s rarely because patients don’t care. It’s because the system makes continuity too hard,” says Ikechukwu Anoke, Founder & CEO of Zuri Health.

Zuri Health’s focus on the entire care journey, particularly in rural communities, made it a natural partner. Through mobile health camps and clinics, Zuri Health has screened and onboarded thousands of patients—contributing significantly to the program’s reach and continuity.

Building bridges to healthier communities

The Access to Healthcare program is not a standalone project. It is part of a broader ambition to expand access to care in underserved communities by addressing real-world barriers with practical, scalable solutions.

By aligning partners, resources, and expertise, the program is helping patients take greater control of their conditions, while strengthening healthcare pathways that are more inclusive, resilient, and sustainable. Because when barriers are removed, care becomes possible. And when care becomes possible, lives can change.

MPR-CRP-100577 March 2026

Our commitment

By 2030, we aim to expand access to healthcare for 50 million people, investing 35 billion EUR in health innovation and research to tackle non-communicable diseases and an additional 250 million EUR in partnerships to combat emerging infectious diseases.

Access to Healthcare is a program that operates on a tiered pricing model, ensuring that eligible patients can access medication at an affordable cost, with nurse follow-ups provided by a third party for at least 12 months. This empowers patients to manage their conditions and improve adherence to treatment plans.

Read more on Imagine – Boehringer Ingelheim’s sustainability story hub.

*Image credits: Headerpicture: Zuri Health, Content videos: Boehringer Ingelheim

by Pia Tanskanen

As digitalization accelerates and the AI supercycle gathers pace, networks and data infrastructure are playing an increasingly central role in economies and societies. This rapid technological progress brings opportunity — but also responsibility. At Nokia, we recognize that as technology scales, so must our focus on environmental performance. That’s why we look at our own footprint, taking concrete, measurable action on climate and circularity to ensure progress in technology goes hand in hand with progress for the planet.

Managing emissions across Scope 1, 2 and 3

We address our own environmental footprint by actively managing greenhouse gas (GHG) emissions across Scope 1, 2 and 3, alongside a strong focus on circularity. This whole-value-chain approach reflects where the greatest impacts — and responsibilities — sit.

By 2025, we had reduced total Scope 1, 2 and 3 GHG emissions by 27% compared to a 2019 baseline. Within this, Scope 1 and 2 emissions decreased by 86%, reflecting significant reductions from our own facilities, fleets and purchased electricity. Emissions covered by our Science-Based Targets initiative Net-Zero target totalled 30.5 million tonnes of CO₂ equivalent, also representing a 27% decrease since 2019.

At the same time, our suppliers’ emissions decreased by 66% compared with 2019, demonstrating progress across the value chain, while recognising the importance of ongoing improvements in emissions data quality.

Energy efficiency and renewable electricity

Reducing power consumption across our product portfolio is one of the most direct ways we can influence our carbon footprint. Improving energy efficiency remains a central focus because of the impact it has on both operational and lifecycle emissions.

Alongside this, we continue to shift how our own operations are powered. In 2025, 96% of the electricity used across Nokia-owned and leased facilities came from renewable sources. This high share of renewable electricity played a key role in lowering Scope 2 market-based emissions and supports our continued commitment to reach 100% renewable electricity in our own facilities.

Advancing circularity alongside climate action

Climate action and circularity go hand in hand. In 2025, Nokia achieved 90% waste circularity across offices, labs, final assembly, installation and take-back activities, progressing toward our 95% circularity target by 2030. We also reached 98% packaging recyclability, achieved 50% recycled content in cardboard and plastic packaging, and reduced plastic packaging to 9% of total primary packaging weight, meeting our targets. We also continue the important work of using more recycled metals in our products. 

Why this matters

As technology continues to scale, reducing environmental impact requires sustained, measurable action. By lowering GHG emissions across Scope 1, 2 and 3, increasing renewable electricity use, improving energy efficiency and advancing circularity, we aim to steadily reduce our own footprint — transparently and responsibly.

To explore the data and learn more about Nokia’s approach to climate and circularity, visit our sustainability reporting resources.

At DaVita, doing the right thing and conducting business activities with the highest standards of ethics is foundational to our culture. We are firmly committed to compliance with our policies and all applicable laws and regulations. (Learn more about our Code of Conduct.)

Beyond navigating complex regulations, DaVita’s compliance program empowers teammates to champion ethical standards in everyday decisions. In 2025 alone, we delivered more than 300 compliance and ethics communications across approximately 30 channels — with more than 30 touchpoints focused squarely on ethical leadership and doing what’s right.

Sustaining this culture relies on active listening. By analyzing feedback from our annual engagement and ethics culture surveys, we celebrate strong compliance cultures, sharpen leadership accountability, and honor standout peer role models through our Compliance Champion Awards.

This foundation of integrity and open dialogue directly sets the stage for our broader community responsibilities — beginning with Our Commitment to Human Rights and Training & Transparency.

Our Commitment to Human Rights

We are committed to respecting human rights across our value chain, as defined by the UN Guiding Principles on Business and Human Rights. In 2022 we worked with a third-party expert consultancy to conduct a human rights impact assessment to learn more about the potential opportunities and risks relating to human rights within our global operations. The corporate-wide assessment covered the full scope of our supply chain, products and services, and operations.

Our assessment methodology included desk-based research, internal and external stakeholder interviews, and detailed analysis of salient issues and management processes. We’ve identified the following key groups across our value chain: our patients, teammates, third-party workers, our supply chain, community and society, and clinical trial participants.

We use this assessment to inform our continued efforts in support of human rights across our value chain.

Learn more about our human rights commitment.

Training & Transparency

All teammates, guest teammates, medical directors, joint venture partners, as well as certain vendors and other third parties, must complete DaVita’s compliance training every year. This training is a critical foundation of our compliance program.

In 2025 DaVita continued to administer a learning assessment to all teammates at the end of general compliance training. The compliance department then used this data for targeted education to individual teammates to supplement their compliance knowledge and awareness.

130,000+ hours of compliance-related trainings were completed by teammates in 2025

healthcare worker in scrubs and patient

 

Progress Report

2025 Outcomes

In 2021 we published a series of ESG goals to meet by 2025, many of which were aspirational. As we conclude our 5-year cycle, we’re proud to report that we have met or exceeded 19 of our 23 published goals, an achievement that reflects the commitment and hard work of the entire DaVita community. The table below provides disclosure of our results.

Patient care chart comparing 2025 Goals with Reporting cycle outcomes
<em><sup>[1] According to October 2025 data (for 2024 year), the most currently available data, from the Centers for Medicare &amp; Medicaid Services’ Five-Star Quality Rating System&nbsp;</sup></em><br><em><sup>[2] Modality selections and decisions related to a patient’s care are always made by the attending nephrologist and patient, and provided pursuant to a physician’s order</sup></em>
Teammate engagement chart comparing 2025 Goals and Reporting cycle outcomes
<em><sup>[1] Data from Teammate Engagement Section includes U.S. teammates only.</sup></em><br><em><sup>[2] Data is aggregated and reported out to align with our organizational structure, where we create differentiation between managers and directors. We hold each of those populations to the same EEO-1 benchmark standard. Data as of 12/31/25. 3Calculation excludes physicians and teammates on leave as of 12/31/25.&nbsp;</sup></em>
Environmental Stewardship chart comparing 2025 goals with Reporting Cycle Outcomes
<em><sup>[1] Via virtual Power Purchase Agreements and/or renewable energy purchases. Accounting completed in accordance with Greenhouse Gas Protocol. [2] As compared to 2018 baseline</sup></em><br><em><sup>[3] Calculated based on gallons per treatment savings from clinics with water efficiency projects implemented</sup></em><br><em><sup>[4] Where local recycling is available and permitted at our premises</sup></em><br><em><sup>[5] Includes domestic kidney care centers with confirmed recycling services</sup></em><br><em><sup>[6] See Environmental Stewardship section for more detail</sup></em><br><em><sup>[7] A Green Action is complete when any teammate does something to improve the environment, reduce environmental impact, and/or learn something new or educate others about sustainability. 1 volunteer hour equates to 1 Green Action.</sup></em>

Chart comparing Healthy communities with 2025 goals and Reporting cycle outcomes

 

Chart comparing Leading with integrity and accountability 2025 goals with reporting cycle outcomes
<em><sup>Our 2025 ESG Goals reflect our voluntary alignment with several of the Sustainable Development Goals (SDGs) adopted by all United Nations Member States in 2015. The SDGs are a call for action by all countries to promote prosperity while protecting the planet. They are part of the United Nations’ 2030 Agenda for Sustainable Development, which sets out a 15-year plan to achieve the SDGs. As a global citizen, DaVita is committed to helping reach these goals. Accordingly, our 2025 goals align with several of the SDGs, including Goal 3: Good Health and Well-Being, Goal 8: Decent Work and Economic Growth and Goal 13: Climate Action.</sup></em>
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