For 70 years, a simple belief has guided Elanco: Food and Companionship Enriching Life. Today, that vision is more than a goal. It is our reality. Around the world, society is asking more from animals than ever before. More nutritious food for a growing and aging population. More sustainable ways to produce protein. More companionship in an increasingly connected world. More innovation to improve health and well-being. At the same time, expectations for our industry continue to rise.
Consumers are actively increasing their protein consumption.
With 61% of Americans reporting they are eating more protein today than in previous years. Protein consumption has become critical for GLP-1 users, with their growth expected to further accelerate protein demand. Meanwhile, in the aging population, protein consumption is booming to support muscle retention, and the over age 60 population is projected to increase by 25% by 2030. As a result, protein is increasingly viewed not simply as food, but as a critical component of long-term health and wellness.
At home, pets continue to become more integrated into our families and daily lives.
Pet owners are seeking greater convenience, more personalized care and higher standards of treatment. A generation of pets adopted during the pandemic is now entering middle age, creating increased demand for care. Around the world, emerging markets are expected to drive nearly 70% of future pet ownership growth. Together, these trends are transforming animal health into one of society’s most essential industries. The global animal health industry is expected to grow from approximately $40 billion today to $60 billion over the next decade. Yet for us, growth is not the goal. Growth is the outcome of creating meaningful value for society.
At Elanco, we believe healthy animals are essential to healthier people, stronger communities and a more sustainable future. When farmers have access to innovative animal health solutions, they can produce safe, affordable protein while using resources more efficiently. When veterinarians have the tools they need to improve animal care, they strengthen the humananimal bond that enriches millions of lives. When pets live longer, healthier lives, families benefit from the companionship, comfort and connection that our four-legged family members provide.
This is why impact is not separate from our business strategy; it is our business strategy.
We do not view environmental, social and governance (ESG) priorities as programs that sit alongside our business. They are embedded in how we innovate, how we operate and how we create long-term value. Whether helping producers improve sustainability outcomes, expanding access to care, strengthening nutrition security, supporting veterinary well-being or empowering our employees to act with integrity and ownership, our impact is directly connected to our purpose and performance.
That commitment is reflected in our four impact pillars:
For Animals, we address critical health needs through innovation and increase access to products and services that improve animal well-being.
For Customers, we unlock economic value for producers, support veterinarians and help strengthen the resilience of the global food system.
For Society, we contribute to food security, nutrition security, public health and stronger communities by supporting access to safe, affordable protein and healthy companion animals.
For Our People, we foster a culture of ownership, ethics and accountability that enables our team to create lasting impact around the world.
Throughout this report, you will see how these commitments come to life, from delivering breakthrough innovations for pets and livestock, to helping farmers meet growing protein demand, to investing in nutrition security and community partnerships that improve lives.
The future of animal health is bigger than our industry. It is about helping society meet some of its most important needs.
As those needs continue to grow, Elanco will continue to Go Beyond—because making life better for animals, makes life better.
Funds from the grant will be used by PEACE, Inc. to develop, pilot, and implement the Department of Community Programs, an innovative whole-family, intergenerational service model designed to strengthen family stability, economic security, and community resilience for low-income families in Syracuse. Along with a focus on tackling underlying barriers that impact family stability and economic well-being, the initiative aims to ensure that more low-income families are prepared to benefit from the unprecedented economic opportunities reshaping Central New York.
“For decades, PEACE, Inc. has been a beacon of hope in Syracuse, helping people navigate challenges and create new opportunities for themselves and their loved ones. As our region continues to grow, it’s critical that everyone has access to the resources and support needed to share in that prosperity,” said Stephen Fournier, KeyBank Central New York Market President. “We’re proud to support this effort to ensure more individuals and families have a pathway to greater stability, self-sufficiency, and lasting success.”
Connecting Services to Better Support Families
PEACE, Inc.’s mission is to help people in the community realize their potential for becoming self-sufficient by providing programs that equip low-income individuals and families with the skills and self-confidence to move forward in their lives. Some of these programs include Free Tax Preparation, Family Services, Big Brothers Big Sisters of Onondaga County, AmeriCorps Seniors Foster Grandparent, the Frank DeFrancisco Eastwood Community Center, Senior Nutrition, and Senior Support Services. The new Department of Community Programs initiative will connect these programs to break down internal silos and increase efficiencies within the services offered to support community members with a more holistic approach.
“We at PEACE, Inc. are extremely grateful for KeyBank’s generous support of our whole-family, intergenerational work focusing on strengthening family stability, economic security, and community resilience for low-income families in Syracuse,” said Carolyn D. Brown, PEACE Inc. Executive Director. “Collaborating with KeyBank will allow us to prepare families and individuals to benefit from the positive changes in our local economy.”
“PEACE, Inc. has earned the trust of Syracuse families by showing up for them year after year, in moments both challenging and hopeful. Their ability to connect people with the support they need while recognizing the dignity and potential in every individual is what makes their work so meaningful,” said Tamika Otis, KeyBank Central New York Corporate Responsibility and Community Relations Officer. “We’re proud to invest in an approach that will help even more families create brighter futures for themselves and future generations.”
Shaping the Future of Central New York
This latest investment builds on KeyBank’s broader history of community-driven philanthropy, economic mobility initiatives, and inclusive banking investments. Since 2017, KeyBank has invested more than $821.8 million in Syracuse and Central New York, supporting affordable housing, small business and home lending, and transformational philanthropic initiatives.
Funds from the grant will be used by PEACE, Inc. to develop, pilot, and implement the Department of Community Programs, an innovative whole-family, intergenerational service model designed to strengthen family stability, economic security, and community resilience for low-income families in Syracuse. Along with a focus on tackling underlying barriers that impact family stability and economic well-being, the initiative aims to ensure that more low-income families are prepared to benefit from the unprecedented economic opportunities reshaping Central New York.
“For decades, PEACE, Inc. has been a beacon of hope in Syracuse, helping people navigate challenges and create new opportunities for themselves and their loved ones. As our region continues to grow, it’s critical that everyone has access to the resources and support needed to share in that prosperity,” said Stephen Fournier, KeyBank Central New York Market President. “We’re proud to support this effort to ensure more individuals and families have a pathway to greater stability, self-sufficiency, and lasting success.”
Connecting Services to Better Support Families
PEACE, Inc.’s mission is to help people in the community realize their potential for becoming self-sufficient by providing programs that equip low-income individuals and families with the skills and self-confidence to move forward in their lives. Some of these programs include Free Tax Preparation, Family Services, Big Brothers Big Sisters of Onondaga County, AmeriCorps Seniors Foster Grandparent, the Frank DeFrancisco Eastwood Community Center, Senior Nutrition, and Senior Support Services. The new Department of Community Programs initiative will connect these programs to break down internal silos and increase efficiencies within the services offered to support community members with a more holistic approach.
“We at PEACE, Inc. are extremely grateful for KeyBank’s generous support of our whole-family, intergenerational work focusing on strengthening family stability, economic security, and community resilience for low-income families in Syracuse,” said Carolyn D. Brown, PEACE Inc. Executive Director. “Collaborating with KeyBank will allow us to prepare families and individuals to benefit from the positive changes in our local economy.”
“PEACE, Inc. has earned the trust of Syracuse families by showing up for them year after year, in moments both challenging and hopeful. Their ability to connect people with the support they need while recognizing the dignity and potential in every individual is what makes their work so meaningful,” said Tamika Otis, KeyBank Central New York Corporate Responsibility and Community Relations Officer. “We’re proud to invest in an approach that will help even more families create brighter futures for themselves and future generations.”
Shaping the Future of Central New York
This latest investment builds on KeyBank’s broader history of community-driven philanthropy, economic mobility initiatives, and inclusive banking investments. Since 2017, KeyBank has invested more than $821.8 million in Syracuse and Central New York, supporting affordable housing, small business and home lending, and transformational philanthropic initiatives.
LOS ANGELES, September 2, 2026 /3BL/ – League One Volleyball (LOVB), the largest community in youth volleyball and the nation’s first youth-to-pro professional league, today announced CVS Pharmacy, the retail division of CVS Health, as an Official Health & Wellness Partner. Through the multi-year sponsorship, CVS will support athletes, families, and communities across both LOVB Pro and LOVB Club through health-focused programming, community engagement, and fan experiences.
Central to the sponsorship, CVS will become LOVB’s inaugural league-wide jersey patch sponsor, with the CVS logo featured on the front of jerseys across every LOVB Pro team beginning with the upcoming season. This marks the first time LOVB has offered this placement for on-uniform sponsorship, and the first time CVS has sponsored a league-wide jersey patch, creating a highly visible platform across one of the nation’s fastest-growing professional sports leagues.
“Volleyball is about more than what happens on the court. It’s about building healthy communities, supporting athletes through every stage of their journey, and creating connections that last beyond the game,” said Michelle McGoldrick, Chief Business Officer of League One Volleyball. “CVS shares our belief that strong communities create stronger futures and we couldn’t think of a better brand to proudly display on our hearts. This sponsorship allows us to empower athletes, support families, and make a lasting impact both on and off the court.”
Bringing the sponsorship to life, CVS and LOVB will collaborate on programs designed to connect professional athletes, club players, and fans through health-focused storytelling and community engagement.
“LOVB’s unique approach to combining sport, wellness, and community engagement reflects the values that drive CVS Pharmacy’s commitment to supporting healthier communities,” said Sid Tenneti, Senior Vice President and Interim President, Pharmacy and Consumer Wellness, CVS Health. “Together, we can help inspire and support athletes and families nationwide by investing in programs that strengthen physical and mental well-being, build community, and create opportunities for young people to thrive. As women’s volleyball continues to grow, we’re proud to partner with LOVB to create meaningful opportunities and lasting positive impact for the next generation.”
The jersey patch sponsorship represents a significant milestone for LOVB as the league continues to build a connected ecosystem spanning youth volleyball and the professional game. The announcement comes as jersey patch sponsorships continue to command increasing attention from brands seeking premium, high-visibility opportunities that create meaningful connections with fans. For LOVB, the sponsorship establishes a new flagship commercial platform spanning every professional team, future expansion franchises, and the league’s nationwide club ecosystem, providing a unique opportunity for CVS to engage more than 30,000 athletes and families from youth volleyball through the professional game.
Through LOVB Notes presented by CVS, professional athletes will share advice, lessons, and personal stories with the next generation of volleyball players, creating mentorship opportunities that extend beyond competition. At select LOVB Club tournaments, CVS Pharmacy Convenience Corner activations will provide athletes, families, and coaches with access to everyday essentials and support while traveling and competing. CVS will also support LOVB Cares, the league’s community initiative focused on creating opportunities for service and colleague engagement across LOVB communities.
The sponsorship includes integrated brand presence across LOVB’s professional and club platforms, including the league-wide jersey patch placement, in-venue experiences, digital content, broadcast integrations, and community programming.
For more information about League One Volleyball, visit www.lovb.com.
About LOVB
Founded in 2020, LOVB’s mission is to reimagine the future of volleyball. With a unique community-up approach, LOVB is one holistic ecosystem—from club to pro. The largest community of youth volleyball clubs in the country, LOVB launched the first serve of its professional league in January 2025, featuring many of the world’s best players, including American Olympic silver medalists and athletes from around the world. Entering its third season, LOVB includes professional teams in Atlanta, Austin, Houston, Los Angeles, Madison, Miami, Minnesota, Nebraska, Salt Lake City, and San Francisco. For more information, visit www.lovb.com.
About CVS Health
CVS Health is a leading health solutions company simplifying health care one person, one family and one community at a time. As of June 30, 2026, the Company had approximately 9,000 retail pharmacy locations, more than 1,000 walk-in and primary care medical clinics and a leading pharmacy benefits manager with approximately 87 million plan members. The Company also serves an estimated 37 million people through a broad range of health insurance products and related services. The Company’s integrated model uses personalized, technology driven services to connect people to simply better health, increasing access to quality care, delivering better outcomes, and lowering overall costs.
Summary As AI workloads grow, sustainability is becoming a core requirement for enterprise infrastructure. Everpure helps enterprises advance their sustainability goals by delivering high-performance, energy-efficient storage and the transparency needed to support regulatory reporting.
For years, sustainability in enterprise technology was usually treated as a separate objective, one organization pursued outside performance, scalability, reliability, and cost.
That’s no longer the case.
From our new 2026 Impact Report, as data-intensive AI workloads proliferate, companies are running into very strict limits around power, cooling, physical space, and cost, while facing growing expectations (and requirements) to measure and report their energy use, emissions, and environmental impact.
The result?
New expectations. Companies need their technology partners to align with their sustainability objectives and help them build more efficient, responsible infrastructure that allows them to do more with less, meet their own sustainability objectives, and provide the data and transparency they increasingly need to demonstrate progress and meet regulatory requirements.
How We’re Responding
New times require new measures. That starts with the technology we bring to market.
1. Improving our own technology
We’ve always prioritized power and space efficiency across our platform. Our latest 300TB DirectFlash® Modules, for example, deliver more than 18TB of effective capacity per watt, a 1.94X improvement over the previous generation with no material increase in power consumption. Across the Everpure Platform, systems use up to 10 times less power than traditional hard disk systems and up to five times less than competing all-flash arrays.
We’ve also introduced FlashArray//RC20, the first remanufactured storage platform from Everpure, which delivers up to 18% lower manufacturing emissions while extending system life and reducing dependence on constrained supply.
2. Pursuing SBTi validation
We also recognize that we need to be improving how we operate our own business. We continue to pursue near-term greenhouse gas reduction targets validated by the Science Based Targets initiative (SBTi). In FY26, we increased use of renewable electricity across our global operations to 46%. We also maintained 100% renewable electricity coverage (primarily through Renewable Energy Certificate purchasing) at our Santa Clara HQ, and at our Prague, Bangalore, Lehi (UT), and Bellevue (WA) office locations, as well as nearly 37% coverage of our Bluffdale (UT) co-located data center.
We also continue to improve product energy efficiency and supplier engagement around emissions reductions and science-based target setting. Our targets include: reducing absolute Scope 1 and 2 emissions 42% from FY23 to FY30, reducing Scope 3 emissions from the use of sold products 51.6% per petabyte from FY23 to FY30, and having 45% of suppliers by spend, covering purchased goods and services, with science-based targets by FY29.
3. Extending sustainability across our supply chain
In FY26, we strengthened governance, clarified executive accountability, and introduced more measurable commitments around supplier climate engagement and responsible sourcing. We also expanded our CDP Supply Chain program, sending climate disclosure requests to more than 200 suppliers. About 65% of them responded, nearly tripling the number of supplier disclosures received in FY25.
The goal is to move beyond engagement toward greater transparency and accountability throughout the value chain. In FY26, all of our Tier 1 contract manufacturer final assembly sites maintained ISO 14001 (environmental management) and ISO 45001 (occupational health and safety) certifications, and 100% of our Tier 1 production sites and key strategic suppliers scored Silver or above on Responsible Business Alliance Validated Assessment Program (VAP) audits.
4. Putting our capital behind our commitments
In FY26, we also launched our first impact fund. Managed by RBC Global Asset Management (US) Inc., the fund had more than $56 million in assets as of February 1, 2026, supporting investments across renewable energy and carbon reduction initiatives, critical water infrastructure, workforce opportunities, and affordable housing.
The fund reflects a principle that applies to both our business and our customers’ infrastructure decisions: Financial performance and environmental and social impact don’t have to compete. They can reinforce one another.
5. Strengthening measurement, governance, and reporting readiness
Finally, we’re continuing to strengthen how we measure, govern, and report our progress.
As sustainability requirements evolve globally, customers, regulators, and other stakeholders need greater transparency and confidence in the sustainability performance of the companies they work with.
In FY26, we completed a gap assessment and roadmap for global sustainability regulations and began pre-assurance work to strengthen audit readiness for mandatory reporting. In addition, we obtained third-party limited assurance for our FY26 greenhouse gas emissions inventory and renewable energy and electricity calculations.
We’ve also expanded how we measure business performance through impact accounting, which translates selected environmental impacts into financial terms so they can be considered alongside traditional financial metrics.
Through our product-level approach to impact accounting, we aim to provide better insight into the environmental performance of data storage technologies and help providers and customers make more informed technology decisions. Based on the Value Balancing Alliance methodology, our model assesses impacts across the full product value chain, from manufacturing and direct operations to product use and end of life, to help uncover environmental costs and benefits that conventional accounting may miss. In FY26, we completed our second model iteration and began developing a dashboard to make these insights more accessible and actionable for business leaders.
These aren’t simply reporting exercises. They’re part of building the transparency, controls, and accountability expected of an enterprise technology partner whose customers face many of the same requirements.
What This Looks Like for Customers
Ultimately, these efforts matter because efficiency and sustainability are increasingly part of the same infrastructure conversation our customers are having every day.
Wipro: Improving sustainability without sacrificing performance
A leading technology services and consulting company, Wipro builds innovative, sustainable solutions with an infrastructure engineered as a service in a hybrid-cloud ecosystem.
As a managed service provider, Wipro wanted to accelerate digital transformation for its clients by offering seamless migration to a modern storage infrastructure. To meet both performance and sustainability goals, Wipro needed to reduce the physical and energy consumption footprint without slowing mission-critical applications. To support business continuity, Wipro needed a way to stay current on upgrades without downtime and forklifts.
With the simplicity, flexibility, and efficiency of Everpure™ FlashArray//XL™, FlashStack®, and Evergreen//Forever™, Wipro maximizes performance, reliability, and sustainability for its clients. Power, cooling, and space consumption fall by as much as 90%, reducing carbon footprint and moving toward net-zero goals.
“Sustainability is the number one priority that we drive home with Everpure,”
Mayur Shah, General Manager and Global Head of Data Center and SDx at Wipro
Maryland DoIT: Sustainability through modernization
The Maryland Department of Information Technology (DoIT) manages and provides information technology and telecommunications services and critical support to state agencies, the Executive Office of the Governor, coordinating offices, and independent Executive Branch agencies.
In the past, DoIT relied on a heterogeneous storage environment to underpin its infrastructure-as-a-service (IaaS) and backup-as-a-service (BaaS) platforms. It was based on disk arrays, conventional solid-state drives, and hyperconverged infrastructure. As time went by, these storage systems became increasingly costly and time-consuming to manage and scale.
To support a new generation of shared services, DoIT selected Everpure solutions. For its BaaS environment, the organization uses Everpure Evergreen//One™, a storage-as-a-service (STaaS) platform that enables simplified operations with guaranteed performance. To underpin its IaaS offering, DoIT uses FlashArray//X20 and FlashArray//X70 solutions, delivering dense, power-efficient all-NVMe storage.
DoIT is committed to delivering its services in an environmentally sustainable way. By embracing ultra-efficient, all-NVMe flash solutions from Everpure, the organization is unlocking major efficiency improvements in its data centers.
“The density of FlashArray is mind-blowing. We’ve cut our data center Tier 0/1 storage footprint from 77 rack units (77U) to just 3U and reduced our data center power utilization from 28kW to 1.6kW. Everpure is helping us to cut our energy consumption in the data center by 94%, which contributes to our sustainability goals,”
Darrell Stevens, Systems Architect for DoIT
Performance, Efficiency, and Sustainability—Together
Wipro and Maryland DoIT represent different organizations with different infrastructure requirements. But their experiences point toward the same conclusion. Customers aren’t choosing between performance, scalability, efficiency, and sustainability. Increasingly, they expect their infrastructure to address all of those needs together, and they expect their technology partners to share that commitment.
That’s why our customers’ sustainability journey influences our own. As their infrastructure demands, sustainability objectives, and regulatory expectations continue to evolve, we need to keep evolving with them, delivering technology that helps them use power and space more efficiently while continuing to mature our own operations, supply chain, governance, and measurement.
Being a responsible technology partner means helping our customers make progress and demonstrating that we’re committed to making progress alongside them.
How France, Spain, and the Netherlands are embedding structured exercise into pulmonary fibrosis treatment—at home and across the healthcare system. Three initiatives make personalized physical activity a core part of care, supporting mobility and quality of life alongside medication.
For people living with pulmonary fibrosis (PF), breathing is only part of the struggle. As the disease progresses and lung function weakens, even simple movements—standing up, climbing stairs, carrying groceries—can become exhausting. Daily life narrows. Social connections fade. Confidence erodes. For decades, PF treatment has focused primarily on medication, while one of the most effective non-pharmacological interventions—exercise— remained inconsistent, difficult to access, or entirely absent from routine care.
Across Europe, that is beginning to change. In France, Spain, and the Netherlands, complementary initiatives are reshaping how the condition is managed by placing structured pulmonary fibrosis exercise where it belongs: at the heart of the care pathway.
Why exercise matters in pulmonary fibrosis
Pulmonary fibrosis is a rare, progressive lung disease marked by irreversible scarring of lung tissue. As the lungs stiffen, breathing becomes increasingly difficult, leading to fatigue, reduced mobility, and declining quality of life. Patients often face delayed diagnoses, fragmented care, and limited treatment options.
The evidence is clear: exercise training improves physical function, reduces fatigue, and supports mental well-being in people living with pulmonary fibrosis. Yet for many years, access to adapted physical activity depended on geography, financial means, or personal advocacy. As a result, these initiatives are grounded in a simple principle: exercise should be discussed, prescribed, and supported—just like medication.
France: Bringing adapted physical activity directly to patients’ homes
In 2020, Boehringer Ingelheim France partnered with Siel Bleu, an association dedicated to making health and well-being accessible to all, to launch PF&Me—an 18-week online adapted physical activity (APA) program for people living with PF.
Delivered entirely through a digital platform, PF&Me removes one of the most persistent barriers PF patients face: physical access. From their homes, participants receive personalized exercise support tailored to their physical condition, abilities, and energy levels—care that is too often out of reach for those living with a rare disease.
Rare does not mean alone. The digital format offers flexibility and the comfort of home, helping patients stay active and autonomous.
Clémentine Sarda, Project Manager for Siel Bleu at Boehringer Ingelheim France
Developed in collaboration with pulmonology experts and delivered by certified Siel Bleu APA instructors, the program supports patients with idiopathic pulmonary fibrosis (IPF), diffuse interstitial lung disease linked to systemic sclerosis (SSc-ILD), and progressive forms of ILD (PF-ILD).
Each session of the pulmonary rehabilitation program focuses on endurance, strength, flexibility, breathing, and relaxation—supporting patients’ ability to remain independent and better live with PF in daily life. For Jean-Michel, a participant and representative of the French PF patient association, the impact extends beyond physical gains. “It lifts your spirits,” he says. “Thanks to the program, I can still walk with my wife along the ocean—something we’ve cherished for years.”
To date, 533 patients have benefited from PF&Me, including 143 patients supported in 2025 alone. The ambition is to further expand access to pulmonary fibrosis exercise by 2030—demonstrating how digital delivery can bring equitable support directly to patients, wherever they live.
Spain: Expanding the vision through the Social Innovation Hubs
While PF&Me brings adapted physical activity (APA) directly into French patients’ homes, Siel Bleu Spain is helping push the vision further. The team joined the Social Innovation Hub (SIH) program by Ashoka and Boehringer, which brings together social entrepreneurs and company leaders to co-develop strategies for systemic change.
True impact happens when innovation moves from pilot to system. We are in that transition—from promising initiative to scalable, long-term transformation.
Guillaume Lefebvre, Vice President Siel Bleu Spain and Executive Director Siel Bleu Europe
The outcome was powerful. France and Spain can now advance faster by developing one shared systems-change model and implementing it locally, side by side. The approach has also been recognized at the European level: Siel Bleu received a SHAPE grant for its post-hospital support project, which detects early weakness, helps patients regain strength, and supports a smoother transition from hospital to home.
This shared model, now rolling out in both countries, aims to make certified APA accessible, visible, and routinely prescribed. Spain is already putting this blueprint into action, having launched a national digital platform that has helped more than 100 patients easily find and enroll in pulmonary fibrosis exercise programs since 2022, while also securing key hospital partnerships with Quirón Hospital in Barcelona as well as Quirón La Luz and HM Montepríncipe in Madrid.
The momentum is now reinforcing France’s efforts: the strengthened systems-change model feeds directly into its digital APA offering, accelerating the ambition to make adapted exercise a routine part of pulmonary fibrosis care. Together, France and Spain show that when innovation is shared—not siloed—change scales faster, reaches farther, and reshapes healthcare for good.
The Netherlands: Embedding exercise into the PF care pathway
While France expands patient access through digital delivery and Spain accelerates systems change across communities and hospitals, the Netherlands is taking a fundamentally different route: building exercise directly into the clinical fabric of pulmonary fibrosis care. Here, the ambition isn’t just to offer more exercise options—it’s to ensure that every pulmonologist, nurse, physiotherapist, and occupational therapist treats movement as a core therapeutic intervention, embedded into national guidelines and routine practice.
Led by the Pulmonary Fibrosis Patient Association and supported by Boehringer, pulmonologists, nurses, physiotherapists, and occupational therapists, a nationwide effort is underway to embed exercise structurally into PF care. The project is also supported by leading organizations including NVALT (Dutch Society of Pulmonology and Tuberculosis) and ILD expert centers.
“Exercise should be discussed at every consultation—just like medication,” says Dr. Marianne Dortants of the Pulmonary Fibrosis Patient Association, which has held a seat in the core pathway group since 2024.
Launched in 2020, the initiative is progressing toward national rollout and guideline integration by 2026. This wider shift in PF care puts exercise at the center of treatment, supporting everyday movement and mental well-being for patients.
“Embedding exercise into the care pathway is a game changer,” says Professor Martijn Spruit of CIRO, a national expertise center for chronic lung conditions. Within hospitals, collaboration is strong, but beyond them, challenges remain. PF’s rarity contributes to gaps in primary care knowledge and continuity. Reimbursement structures lag behind clinical evidence. Telemonitoring and wearable technologies offer promise—but meaningful progress depends on a broader shift in mindset. “Exercise is not optional—it’s essential,” says Dr. Aadje Bloem, physiotherapy researcher.
Policymakers also play a critical role. Prioritizing lung health, improving early diagnosis, and ensuring equitable access to non-pharmacological care are essential to making exercise a true standard of care.
Including exercise in care is not just a new pathway. It’s a cultural shift.
Dr. Marcel Veltkamp, ILD Center of Excellence
Three paths, one shared goal
Together, these initiatives show how progress happens at multiple levels. France demonstrates how innovative delivery models can bring adaptive exercise directly to patients—reducing isolation and restoring confidence. Spain proves how a shared systems-change model can make access broader, more consistent, and built for long-term impact. The Netherlands shows how system-level change can ensure exercise is no longer optional but embedded into routine care.
By 2026, the shared vision is clear: every person living with pulmonary fibrosis should have access to structured exercise as part of their treatment—improving quality of life regardless of geography, income, or disease stage. “We are proud to support this collaborative effort,” says Denise Schuiten, Healthcare Affairs Manager at Boehringer Ingelheim. “It reflects our commitment to creating sustainable impact by improving chronic care and empowering patients to live better.” This initiative demonstrates how collaborative system shaping can advance patient-centered care—showing what is possible when access, partnerships, and healthcare systems move forward together.
DALLAS, Texas, September 2, 2026 /3BL/ – Mary Kay Inc., the iconic beauty and entrepreneurship brand founded by the bold visionary Mary Kay Ash, announces Beauty Is More Beautiful Shared™, its largest-ever global consumer-facing campaign and a long-term brand strategy designed to drive its next era of growth. Launching across 40 markets worldwide, the campaign reintroduces Mary Kay to a new generation of consumers by celebrating a timeless truth at the heart of the brand: Beauty Is More Beautiful Shared™ and bridging the love for Mary Kay across generations.
“Beauty Is More Beautiful Shared™ is a reflection of 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 era of growth, we are celebrating and empowering every Mary Kay woman, from our Independent Beauty Consultants to customers, expanding our reach and impact and bringing our promise of confidence, opportunity, and human connection to life in bold, relevant, and compelling new ways.”
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. The campaign championsconnection, sisterhood, and community in an increasingly digital world, reinforcing Mary Kay’s unique point of view and modern relevance as a beauty brand built not only on products, but on relationships.
Beauty Is More Beautiful Shared™ global campaign was developed in partnership with Grey, through an all women-team bringing together a modern creative vision and Mary Kay's enduring heritage to shape the next chapter of the brand. (Image Credit: Mary Kay Inc.)
“In a world where beauty has often resonated as a solo act, we’re reclaiming beauty as a shared experience, celebrating the power of sharing, supporting, and uplifting one another. Beauty Is More Beautiful Shared™ brings the enduring power of womanhood and shared connection into the way Mary Kay approaches beauty,” said Dr. Lucy Gildea, Chief Brand and Scientific Officer of Mary Kay. “Through this master brand campaign, we are sharing the emotional connection and timeless purpose at the heart of our brand with consumers around the world, celebrating the transformative power of our iconic products and the difference our brand makes in women’s lives and communities. This campaign is an invitation to rediscover what has always made Mary Kay different, and to experience the beauty of what’s possible when we share it.”
Beauty Is More Beautiful Shared™ global campaign was developed in partnership with Grey, through an all women-team bringing together a modern creative vision and Mary Kay’s enduring heritage to shape the next chapter of the brand.
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.)
“Beauty Is More Beautiful Shared™ elevates Mary Kay as the contemporary, confident brand it is, not just in strategic vision, but in its visual execution,” said Agnes Fischer, U.S. Chief Executive Officer of Grey. “Working alongside an A-list director from the next generation, Olivia De Camps, we’ve built a creative narrative that reveals a powerful truth about Mary Kay. The campaign meets today’s women where they are, re-igniting the iconic Mary Kay brand and making it unmistakably relevant.”
Beauty Is More Beautiful Shared™ was intentionally designed to support the success of Mary Kay Independent Beauty Consultants. With a message that amplifies community and transformation, this bold campaign will broaden awareness and foster a desire to purchase Mary Kay products and to connect with Independent Beauty Consultants through their personal digital storefront at Mary Kay.
With a message that amplifies community and transformation, this bold campaign will broaden awareness and foster a desire to purchase Mary Kay products and to connect with Independent Beauty Consultants through their personal digital storefront at <a href=”http://www.marykay.com/” target=”_blank”>www.marykay.com</a>. (Image Credit: Mary Kay Inc.)
GLOBAL ACTIVATIONS: Beauty Is More Beautiful Shared™ will be powered through a comprehensive media mix tailored to meet the next generation of beauty and community lovers where they are, further amplifying the campaign’s reach and impact.
The campaign rollout includes an effective blend of online amplification through digital platforms, social media, influencer partnerships, and “real world” bold, out-of-home placements and events.
A wave of high visibility, unmissable, experiential consumer events designed to bring Gen Z together in real life will kick off in New York this month, engaging a global community across 40 markets from Brazil, Mexico and China to Kazakhstan, the Czech Republic and more.
A wave of high visibility, unmissable, experiential consumer events designed to bring Gen Z together in real life will kick off in New York in September, engaging a global community across 40 markets from Brazil, Mexico and China to Kazakhstan, the Czech Republic and more. (Image Credit: Mary Kay Inc.)
Topping The Global Charts:
Mary Kay ranked #8 out of 5,500 brands on Forbes’s 2026 Best Brands for Social Impact moving up from stellar #9 achieved in 2025. Mary Kay is the only beauty brand in the Top 15.
Mary Kay ranked #2 on Forbes 2026 Best Customer Service list moving up from #93 in 2025. Mary Kay is the only Beauty brand in the Top 15 and the only direct-selling company in the Top 50.
Mary Kay is named to Happi’s Top 50 U.S. Companies 2026 Report, cinching Mary Kay Ash’s favorite number 13 ranking.
Discover Mary Kay’s Beauty Is More Beautiful Shared™ Campaign: Watch the Campaign Film here. Experience the Campaign Creatives here. Learn More About Campaign Film Director Olivia De Camps.
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ABOUT MARY KAY For more than 60 years, Mary Kay has empowered generations of women around the world to discover beauty together, build meaningful futures and find a community of women who celebrate one another. Founded by Mary Kay Ash in 1963, the global beauty company has connected women across 40 markets through innovative skincare, color cosmetics, fragrances, and wellness products. Mary Kay transforms purpose into action by advancing causes that support women and families, investing in scientific innovation, and working toward a more sustainable future. At its core, Mary Kay is dedicated to enriching women’s lives and creating opportunities for women to thrive together. Learn more at marykayglobal.com. Find us on Facebook, Instagram, and LinkedIn.
ABOUT GREY Grey’s mission is to create Famously Effective ideas that move people, businesses, and the world forward, harnessing the power of creativity to solve business challenges and drive growth for some of the world’s most influential brands and companies, including Procter & Gamble, Volvo, Haleon, Circle K, and The Coca-Cola Company. That commitment to effectiveness has earned Grey a Grand Effie in every market where it operates. Grey was recognized as a 2025 Fast Company World Changing Ideas winner and earned 26 Lions at the 2026 Cannes Lions International Festival of Creativity, contributing to Ogilvy’s Network of the Year honors. Newsweek also named Grey a Top 100 Global Most Loved Workplace in 2024 and one of America’s Greatest Workplaces for Women and Professional Services in 2025. Grey is part of WPP, the trusted growth partner for the world’s leading brands. Powered by exceptional talent and our agentic marketing platform WPP Open, WPP unites cutting-edge media intelligence and data solutions, creativity, production, enterprise solutions and expert strategic counsel.
PARSIPPANY, N.J., September 1, 2026 /3BL/ — PBF Energy Inc. (NYSE: PBF) today published its 2025 Sustainability Data Supplement, presenting three years of environmental, safety, workforce, and governance performance data (2023–2025) across the company’s refining operations, reported in alignment with the SASB Oil & Gas – Refining & Marketing standard.
Among the year-over-year highlights, gross Scope 1 and 2 greenhouse gas emissions declined for a third consecutive year. Hazardous waste generated also dropped in 2025, and the share of hazardous waste recycled rose from the prior year. Water-related non-compliance incidents continued a downward trend. The company also increased the share of its Renewable Volume Obligation met through production in 2025, and reported zero employee or contractor fatalities for the third consecutive year.
The supplement also reports data on air quality, water management, workforce health and safety, board composition, workforce demographics, and refining operations using PBF Energy’s operational control boundary, giving stakeholders a full picture of performance trends across the portfolio, including areas that moved in the other direction year over year.
The full 2025 Sustainability Data Supplement is available here. Questions about the report’s metrics or methodology can be directed to sustainability@pbfenergy.com.
About PBF Energy Inc.
PBF Energy Inc. (NYSE: PBF) is one of the largest independent refiners in North America, operating, through its subsidiaries, oil refineries and related facilities in California, Delaware, Louisiana, New Jersey, and Ohio. Our mission is to operate our facilities in a safe, reliable and environmentally responsible manner, provide employees with a safe and rewarding workplace, become a positive influence in the communities where we do business, and provide superior returns to our investors.
NEW YORK, September 1, 2026 /3BL/ – Sustainability consulting and research firm Governance & Accountability Institute (G&A) and nonprofit advocacy organization Ceres released joint research examining the first voluntary corporate reports on climate risk submitted under California’s Climate-Related Financial Risk Act (SB 261). This research on new rules from California – one of the world’s largest economies – comes as state-level climate disclosure takes on a larger role in the absence of U.S. federal mandates.
The research analyzes 154 voluntary disclosures under SB 261 as of early May 2026. Entities operating in California submitted these reports voluntarily amid legal challenges to the law. “Companies’ decision to report before it is mandatory to do so offers a signal of continued momentum toward more comprehensive climate-risk disclosure,” said Annie Roberts, SVP, Climate Consulting, G&A Institute.
The paper, “Trends in Climate Risk Reporting: Lessons From Initial Voluntary Corporate Reports under California’s SB 261,” documents a wide range of approaches to identifying, assessing, and managing climate risk.
Key Findings from SB 261 Voluntary Reports The findings establish an initial baseline for understanding how corporate climate risk reporting is developing ahead of mandatory compliance. As a resource for companies preparing for SB 261 reporting cycles, the results show that disclosure quality can vary dramatically. The authors identified gaps in the rigor and ambition of climate risk management; for example, nearly all early reporters identify physical and transition risks, but only 12% mention a formal transition plan and 12% quantify the financial impacts of climate-related risks. This result shows how companies technically can meet the minimum disclosure requirement while producing disclosures that fall short of what investors actually need.
“The first SB 261 reports make clear that the market has moved beyond the question of whether companies will disclose climate risk,” said Steven Rothstein, Chief Program Officer at Ceres. “The most important question for investors is how useful those disclosures are—and whether they connect climate risks to financial impacts, business strategy, and concrete transition plans.”
In another finding, 92% of early reporters disclosed board-level oversight of climate-related issues, though governance structure alone did not guarantee substantive climate action or disclosure quality.
“CARB’s minimum requirements are an important starting point, but the strongest disclosures demonstrate that companies can—and increasingly need to—go further,” said Roberts. “For investors, decision-useful disclosure means understanding not only what climate risks a company faces, but how those risks could affect its financial performance and how management plans to respond.”
Where companies demonstrate more leadership is in their preparation of GHG emissions inventories, in many cases including Scope 3 emissions. While companies are not required to disclose emissions under SB 261, some of the same companies will be subject to SB 253, which requires Scopes 1-2 reporting beginning in November 2026 and Scope 3 reporting in 2027.
Wider Benefits of SB 261 Research In conducting this research, G&A translated the CARB disclosure checklist into outputs related to the structure of TCFD and IFRS S2 and created measurable indicators for each one. They developed an AI analysis tool to extract specific data points from each individual report submitted to CARB’s public docket and manually reviewed data points against the individual report. Together, G&A and Ceres drew on their knowledge of corporate and investor perspectives to provide context and interpret the results. Ultimately, the research yielded a set of indicators that can be used to assess future SB 261 submissions.
In addition, the paper presents case studies of leading disclosure practices, providing practical examples for organizations seeking to strengthen their disclosures.
Looking Forward Climate disclosure practices can scale quickly once reporting frameworks become embedded in regulatory and voluntary expectations. G&A’s long-range research on trends in corporate sustainability disclosure shows just how quickly: in G&A’s flagship Sustainability Reporting in Focus research, among Russell 1000 companies, TCFD alignment rose from just4% in 2019 to 60% in 2023. As California’s climate-related disclosure requirements become more established, we would expect a similar trajectory – perhaps even faster, given their mandatory nature.
About G&A Institute, Inc. Founded in 2006, Governance & Accountability Institute (G&A) is a New York–based sustainability consulting and research firm with deep advisory experience supporting corporate leaders and investors in integrating sustainability into governance, risk, enterprise performance, and evolving regulatory and stakeholder expectations.
Backed by rigorous disclosure research and one of the industry’s most comprehensive benchmarking databases, we deliver insight that strengthens transparency, enhances competitiveness, and drives measurable return on investment.
G&A has published numerous research papers, issue briefs, and quick reference guides covering global sustainability reporting regulations and frameworks, including the CSRD, ISSB standards, and other emerging mandates.
Media Contact: Louis D. Coppola, CEO & Co-Founder Governance & Accountability Institute, Inc. Tel 646.430.8230 ext 14 Email lcoppola@ga-institute.com
About Ceres Ceres is a nonprofit advocacy organization working to accelerate the transition to a cleaner, more just, and resilient economy. With data-driven research and expert analysis, we inspire investors and companies to act on the world’s sustainability challenges and advocate for market and policy solutions. Together, our efforts transform industries, unlock new business opportunities, and foster innovation and job growth — proving that sustainability is the bottom line.
PORTLAND, Ore., September 1, 2026 /3BL/ – The Global Electronics Council® (GEC), an independent international nonprofit working to accelerate markets for sustainable electronic technology, today issued a call for expressions of interest from qualified individuals interested in serving on its Board of Directors.
GEC is seeking engaged leaders who can bring diverse expertise, perspectives, and independent judgment to the organization’s governance and long-term direction. Serving on the GEC Board offers a leadership opportunity to help shape an influential organization working to grow the market for sustainable electronics. Prospective Directors can learn more about the role in GEC’s Board of Directors Prospective Director Information Guide, which was also launched this morning.
GEC’s Board is critical in shaping its work at the intersection of sustainability, technology, procurement, criteria development, and market acceleration. Directors serve GEC’s mission and exercise independent judgment in the best interests of the organization. Board leadership will also guide GEC’s continued impact through EPEAT®, its global Type I ecolabel that empowers institutional purchasers to lessen their negative environmental and social impacts via electronics procurement.
The organization welcomes qualified authorities from all sectors and countries to express their interest, particularly those with experience in finance, procurement, sustainability, circularity, supply chain management, electronics, global market development, stakeholder engagement, public policy, conformity assessment, nonprofit governance, academia, and other fields related to GEC’s work.
Serving on the GEC Board offers experienced subject experts an opportunity to leverage their expertise in support of the organization’s globally impactful mission from a position of strategic leadership, governance, and organizational stewardship. New Directors typically begin by serving on a standing committee, with opportunities over time to take on Committee Chair or Board Officer roles.
GEC is seeking self-expressions of interest from individuals with experience and shared ambition to advance GEC’s continued growth and success. Prospective candidates should complete the online Expression of Interest form and provide a current resume or CV, along with an optional cover letter.
Expressions of interest will be accepted through September 23, 2026.
The Global Electronics Council (GEC) envisions a world with only sustainable electronic technology that enhances the well-being of people and planet. Our mission is to accelerate the transformation of markets toward prioritizing the most sustainable electronic products and services.
As stewards of the EPEAT ecolabel, we set global standards for electronics that empower brands, their value chains, and their buyers to achieve ambitious sustainability goals. Through our thought leadership, advocacy, and EPEAT ecolabel, GEC is helping to reshape the electronics industry into a driving force for environmental preservation and global well-being.
EPEAT is a leading global ecolabel that enables manufacturers to meet strict, third-party-verified standards while providing transparency for buyers.
Since its launch in 2006, procurement professionals have reported purchases of more than 3.2 billion EPEAT products, generating cost savings exceeding $39 billion USD and reducing greenhouse gas emissions by more than 370 million metric tonnes.
Media Contact
Erik Fessler Senior Manager, Global Communications Global Electronics Council Direct Line: +1 (971) 380-4088 U.S. Eastern Time Zone efessler@gec.org
