There’s a lot of talk these days about how New Jersey needs more power generation to supply its growing needs. Ever wonder how a power plant gets built?

Bringing a new power plant online in New Jersey isn’t as easy as flipping a switch – it takes broad collaboration. Like any large-scale infrastructure project, it requires regulators, developers, and local communities working together to make it happen. It must meet strict safety and environmental standards while still providing reliable power. And the power plant must make economic sense for the builder.

Step 1: Planning and permitting

The journey begins with planning and permitting. Just like building a home, developers must secure permits and approvals from the appropriate state and local agencies.

These permits cover things such as land use, zoning and building. Unlike constructing a home, permits may also include air emissions, water use and environmental permits.

During the permitting process, developers often engage with the local community to ensure the community is informed and the process is transparent. Developers also engage with the local utility and regional grid operator to ensure the new power plant will be able to connect into the grid, called interconnection.

Step 2: Construction and development

Building a power plant is like piecing together a massive puzzle where every part has to fit in sequence. After the location, everything starts with choosing the technology and equipment – whether it’s turbines, boilers or solar panels – based the project’s goals. From there, engineers create a detailed design, from the foundations and structures to the electrical and control systems that keep the plant running safely.

Planners map out the finances, estimating costs, projecting revenues and securing funding – all before a shovel can hit the ground. Once the financing is in place, the next piece of the puzzle is procurement: working with suppliers and contractors to get the most cost-effective, quality equipment and services.

Before construction, the site must be prepared for the power plant. The work needed depends on the land type – brownfield or greenfield.

Sites may need to be raised above flood zones, compacted with extra soil or reinforced with piles to support heavy equipment.

The puzzle is almost complete with the construction phase, where a skilled project team puts steel and concrete in the ground and project managers keep everything on track while ensuring safety and environmental standards are upheld.

Power-plant build times differ sharply by technology: utility-scale solar and onshore wind are the fastest, typically requiring 1–2 years of construction and about 2–5 years total including planning, while natural gas combined-cycle plants usually take 2–3 years to build and 3–5+ years overall.

Building a new nuclear power plant from start to finish typically takes about 10–15 years or more, reflecting lengthy planning, licensing, construction and commissioning phases. Construction of new sources of generation can be delayed beyond those timelines by issues such as supply chain disruptions, labor shortages, and technical complexities.

Nationwide, a typical power plant output ranges from 50–100 megawatts (MW) for solar/wind farms to 500–1,000+ MW for gas, and nuclear plants. In New Jersey, most utility-scale solar installations are between 5-20MW.

Natural gas and nuclear plants need far less land than solar or wind. A gas facility uses about 200 acres (0.3 sq mi), while a nuclear plant requires around 832 acres (1.3 sq mi) In contrast, wind farms demand 50,000–70,000 acres (78–110 sq mi) per 1,000 MW, and solar farms need 5,000–10,000 acres (8–15 sq mi) per 1,000 MW.

(Battery storage is an important and unique element in the energy mix. We will cover how battery storage is built in a future article.)

Step 3: Testing and commissioning

After construction, plants undergo commissioning tests. Engineers gradually increase output, verifying that turbines, boilers or inverters operate correctly. Renewable projects often include battery storage systems, which are tested to confirm they can balance variable generation. These tests are coordinated with the regional grid operator PJM and regulators to assess compliance with technical standards and readiness for full-scale operation.

Step 4: Operational readiness

Once testing is complete, the plant transitions to operational readiness. Staff are trained, maintenance schedules established and monitoring systems deployed. At this stage, the facility begins delivering electricity, supporting demand across New Jersey and onto the grid. Here’s the moment when we can all step back and watch the finished puzzle come together.

A coordinated path to reliable power

Bringing a power plant from concept to operation requires the alignment of technical expertise, regulatory approval, financing and community support. Each stage – from planning and permitting to construction and commissioning – demands coordination across disciplines and an understanding of intricate timelines.

By the end, what began as an idea has transformed into a fully functioning power plant, ready to deliver energy to the grid and reliably power our modern lifestyles. To ensure that these individual projects fit into a broader, reliable statewide energy strategy, New Jersey needs a long-term plan that aligns future demand, supply and infrastructure needs.

The program – a legacy initiative of the NFL managed by the Super Bowl LIX Host Committee, included significant donations from the NFL Foundation, Entergy, the New Orleans Saints, Ochsner Health, Venture Global, United Way of Southeast Louisiana, and the NOLA Coalition – has proven to be a catalytic investment, multiplying resources, empowering local organizations, and producing visible change throughout the 10-parish region.

“Impact 59 is proof the Super Bowl can be more than a game,” said Marcus Brown, Chair of the New Orleans Super Bowl Host Committee and Executive Legal Advisor for Entergy. “It can be a catalyst for opportunity, equity, and real change in people’s lives.”

A study performed by the United Way of Southeast Louisiana confirmed the funds have reached more than 268,315 individuals across 65 organizations, with many leveraging Impact 59 grants to secure additional funding and partnerships. Grant recipients used the funding to reach their specific programming goals including renovating facilities, purchasing essential equipment, expanding food banks and pantries, enhancing workforce training and providing life-changing services to the Greater New Orleans region.

“These results prove that when we say, ‘It’s what we do,’ we mean it,” said Jay Cicero, President and CEO of the Greater New Orleans Sports Foundation and the New Orleans Super Bowl Host Committee. “Impact 59 Powered by Entergy is not only meeting urgent social needs today but laying the foundation for stronger, healthier communities long after New Orleans hosted its record-tying 11th Super Bowl on February 9, 2025.”

The Impact 59 portfolio reflects a comprehensive investment in the region’s future. The grants awarded through Impact 59 Powered by Entergy have been allocated to nonprofit organizations focused on programs that foster positive change in youth development, workforce training, education, health and wellness, and equity and inclusion. These organizations are receiving critical support for their efforts to improve lives in New Orleans and the surrounding parishes of Jefferson, St. Bernard, St. Charles, St. James, St. John the Baptist, Plaquemines, St. Tammany, Tangipahoa, and Washington parishes.

Across the 10-parish region, Impact 59 grant recipients are translating investment into measurable results. For example, YouthForce NOLA engaged more than 1,300 students in hands-on learning through STEM Fests; Travelers Aid Society served 1,184 locals in need; NextOp placed 155 veterans into high-quality careers; Rebuild Together New Orleans installed 59 new roofs; Reconcile New Orleans enrolled 178 youths in workforce development training; and Second Harvest Food Bank distributed over 36,000 pounds of fresh food among other significant accomplishments by all partner organizations.

“The Super Bowl Legacy Grant Program ensures that the NFL leaves a positive community impact that endures long after the final whistle of the Super Bowl,” said Alexia Gallagher, NFL Vice President of Philanthropy and Executive Director of the NFL Foundation. “We are excited to see the positive results of the program so far and look forward to continuing to deliver on our promise to create a lasting philanthropic legacy across the New Orleans region.”

As the impact from the Super Bowl continues, the Host Committee and its partners reaffirm their commitment to leveraging the world’s biggest stage for the long-term good of Louisiana, New Orleans and the surrounding parishes.

“Impact 59 Powered by Entergy shows the power of what’s possible when philanthropy and partnership move in the same direction – real, lasting change,” added Michael Williamson, President and CEO of United Way of Southeast Louisiana. “In just eight months, we’ve seen investments multiply, organizations grow stronger, and families across our region feel the difference in their daily lives. On behalf of United Way, we express our sincerest gratitude to the host committee, Marcus Brown, the Greater New Orleans Sports Foundation and all who made this extraordinary impact possible.”

About the New Orleans Super Bowl LIX Host Committee

The New Orleans Super Bowl LIX Host Committee, led by the New Orleans Saints and the Greater New Orleans Sports Foundation, is responsible for planning, executing, and hosting the City’s record-tying 11th NFL Championship game on February 9, 2025. The Host Committee works in partnership with the National Football League to deliver a successful Super Bowl LIX while driving lasting social and economic impact in the Greater New Orleans area. 

About The Greater New Orleans Sports Foundation

Organized in August 1988, the Greater New Orleans Sports Foundation (Sports Foundation) is a non-profit 501(c) (4) organization whose mission is to attract and manage sporting events that have a positive economic impact on Louisiana and the Greater New Orleans area. Throughout its 37-year history, the Sports Foundation has been awarded and managed hundreds of events and turned a $50 million public investment into more than $4.2 billion in economic impact for the State of Louisiana and the Greater New Orleans area. Learn more about the Sports Foundation at gnosports.com.

Super Bowl LIX Media Contacts:
Ainsley Coleman, Greater New Orleans Sports Foundation, (318) 588-0651, acoleman@gnosf.org
Lenox Hill, The Ehrhardt Group, (504) 352-5910, lhill@tegpr.com

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• 84% of hospitals in Alabama operate in the red.
• 42% of the state’s population lives in a rural area.
• 7% out of the state’s 67 counties don’t have a hospital.

ATLANTA, April 14, 2026 /3BL/ – In the midst of widespread funding shortfalls for most rural Alabama hospitals, Georgia-Pacific operations in Escambia and Monroe counties are helping hospitals there with a much-needed funding boost.

Georgia-Pacific’s Brewton Containerboard and Alabama River Cellulose facilities donated a total of $500,000 to three rural hospitals in Alabama. The funding will help local hospitals provide critical health services to the community.

Many U.S. hospitals in rural communities have been forced to cut or eliminate essential medical services due to financial strain. According to the National Rural Health Association (NRHA), more than 140 rural hospitals have closed in the past decade. The Alabama Hospital Association states that 84% of Alabama’s hospitals operate in the red, and nearly 90% of women living in rural areas are more than 30 minutes from a birthing center. Alabama’s Rural Hospital Investment Program (RHIP) tax credit is designed to address these challenges.

The Monroe County Hospital (MCH) in Monroeville, Ala., received $225,000. The D.W. McMillan Hospital in Brewton, Ala., received $225,000, and the Atmore Community Hospital in Atmore, Ala., received $50,000.

“Monroe County Hospital thanks Georgia-Pacific’s Alabama River Cellulose for their investment through the Rural Hospital Investment Program. Thanks to operations and tax-credit incentives, investments like this help strengthen our financial foundation, stabilize operations, and ensure we can continue providing critical healthcare services close to home,” said Laura Harris, MCH’s public relations director. “This support preserves access to care for our community while strengthening the infrastructure and workforce needed to serve Monroe County for years to come. We are grateful for Georgia-Pacific’s partnership in supporting rural healthcare.” 

“Atmore Community Hospital is grateful for Georgia-Pacific’s support through the Rural Hospital Investment Program. The tax credit allocation comes at an important time and will help the hospital strengthen its financial stability and support critical operational needs,” said Drew Citrin, Atmore Community Hospital administrator. “This investment will make a meaningful difference in helping the hospital continue its mission of providing excellent care to patients close to home. We appreciate Georgia-Pacific’s commitment to rural healthcare and its investment in the future of our hospital and the community of Atmore.”

^{Atmore Community Hospital in Atmore, Ala., received $50,000 from Georgia-Pacific’s Brewton operations. A part of the community for more than 50 years, Atmore Community Hospital serves Atmore and the surrounding communities. The facility and its healthcare providers work to provide the community with safe, quality care that exceeds all expectations.}

Stacey Hines, administrator for D.W. McMillan Memorial Hospital, said, “We are incredibly grateful to Georgia-Pacific for their generous contribution through the Rural Hospital Investment Program. Their support is an investment not only in our hospital, but in the health and well-being of the entire community we serve. Their generosity helps us continue caring for our friends, neighbors, and families close to home, and partnerships like this strengthen not just our hospital, but our entire community.”

^{Georgia-Pacific’s Brewton operations donated $225,000 to D.W. McMillan Hospital in Brewton, Ala. The funding will help with the hospital’s mission to provide quality healthcare services while treating patients respectfully and with compassion.}
Georgia-Pacific partners with the communities in which it operates to create long-term value and support initiatives that protect the community’s health and well-being.

“Supporting our local hospitals is an investment in the people and families who make our community strong, and strong communities start with access to quality healthcare,” explained Wes Greeson, vice president, Brewton Operations. “This donation underscores our values and our responsibility to support organizations that care for our neighbors when they need it most.”

“Georgia-Pacific pulp and paper mills primarily operate in rural settings, and Alabama River Cellulose is no exception,” said Jeff Vermilyea, vice president, Alabama River Cellulose. “We see our rural setting—especially the workforce that comes from it—as a key strength. Giving back to the area that’s given so much to us was an easy choice. This donation helps our local hospital, Monroe Co. Hospital, continue providing our community access reliable, high-quality healthcare locally.”

Georgia-Pacific is a leading employer in Alabama, creating a combined 12,000 direct and indirect jobs, and more than $760 million in wages and benefits. Over the past decade, the company has invested nearly $2.5 billion in its Alabama operations and recently announced an additional investment of $800 million in the Alabama River Cellulose operation.

Learn more about our stewardship initiatives here.

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The guidance aims to provide the electronics industry with specific knowledge and practical recommendations to support the quantification of value chain greenhouse gas (GHG) emissions in supply chains, specifically for Category 1, purchased goods and services, as defined by the Greenhouse Gas Protocol.

Companies across the industry face increasing pressure to report credible and accurate Scope 3 emissions data. This includes legislation requiring companies to publicly report third-party assured Scope 3 emissions data and pressure from downstream customers that rely on supplier data to quantify their corporate GHG emissions data to inform their external disclosures and decarbonization plans.

“This joint guidance demonstrates how the Responsible Business Alliance and Global Electronics Association are working together to build supply chain alignment around GHG reporting rules,” said Rob Lederer, CEO, Responsible Business Alliance. “By working together to provide reporting guidance, we can have a greater impact and better support companies in their GHG emission reporting and quantification efforts.”

“Although Category 1 is a material contributor to Scope 3 emissions in the electronics industry, reporting is currently limited and the use of supplier-specific data is low,” said John Mitchell, President and CEO, Global Electronics Association. “We believe practical guidance, such as this from the Global Electronics Association and the Responsible Business Alliance, can help change that dynamic.”

Emissions calculations based solely on secondary data limit companies’ ability to target supply chain decarbonization and to reflect suppliers’ emissions reduction efforts in Scope 3 results. This guidance builds upon recent Scope 3, Category 1 guidance from the semiconductor industry and is designed to support a transition toward an approach that strategically leverages a combination of primary data, including supplier-specific data, and secondary data, enabling clearer insights and more targeted decarbonization efforts.

Guidance such as this is increasingly important to GHG reporting solutions, such as the RBA’s Emissions Management Tool (EMT), in operationalizing aligned data requests and enabling more efficient, standardized exchange of supplier GHG data across company supply chains.

View the new guidance on the Responsible Business Alliance website or the Global Electronics Association website.

About the Responsible Business Alliance

The Responsible Business Alliance (RBA) is a nonprofit organization comprised of companies committed to responsible business conduct in their global supply chains. The RBA has a Code of Conduct and a range of programs, training and assessment tools to support continuous improvement. The organization has a global footprint, with offices in North America, Europe and Asia. The RBA also has initiatives focused on specific issue areas, including its Responsible Minerals, Labor, Factory and Environment Initiatives, and its Responsible Glove Alliance. The RBA and its Initiatives have more than 600 members with combined annual revenues of greater than $8 trillion, directly employing over 21.5 million people, with products manufactured in more than 120 countries. For more information, visit responsiblebusiness.org.

About the Global Electronics Association

Global Electronics Association is the voice of the electronics industry, working with more than 3,000 members, thousands of partners, and dozens of governments to ensure a more resilient supply chain and drive industry growth. The Association advocates fair trade, smart regulation, and regional manufacturing, and educates on industry practices, actionable intelligence, and technical innovations to empower the future. The Association collaborates with governments and companies worldwide to advance a trusted and prosperous electronics industry. Formerly known as IPC, the organization serves a $6 trillion market and has offices across Asia-Pacific, Europe, and North and Latin America. For more information, visit electronics.org.

Media Contacts

Responsible Business Alliance:
Jarrett Bens, Senior Director of Communications
jbens@responsiblebusiness.org
Phone: +1 571.858.5721

Global Electronics Association:
Sandy Gentry, Communications Director
sandygentry@electronics.org
Phone: +1 847.597.2871

Read the full piece on Newsweek.

From driving societal economic gains to improving company performance through greater productivity, and from strengthening business outcomes to generating real estate benefits such as rent premiums, faster lease-uprates and higher valuations, the benefits are significant and well-documented.

Together, this aggregate research is redefining how investors evaluate risk and opportunity—elevating health and well-being from a perceived soft value to a material driver of long-term performance. As investors increasingly look beyond traditional financials, health has emerged as a critical consideration with ESG frameworks.(1) While all three pillars—environmental, social and governance—touch on aspects of well-being, it is the social pillar that most directly reflects a company’s impact on people, echoing the foundational role of “people” in the original “people, planet, profit” definition of sustainability.(2)

As with changing environmental conditions, social conditions expose companies to new sources of risk and opportunity. For example, companies with broader talent pipelines and inclusive work environments are better positioned to compete for top talent in increasingly competitive markets. These organizations benefit from a variety of perspectives that drive innovation and problem-solving while reducing costly turnover.

From a market perspective, companies that appeal to wider audiences have larger customer bases, generating increased sales opportunities. The business case is straightforward: organizations that recruit from the widest possible talent pool and serve the broadest possible market are better positioned for sustainable growth and profitability. As investors and companies alike seek more sophisticated ways to measure these impacts, social sustainability is emerging as a central focus for developing meaningful, performance-based KPIs.

In one set of examples, researchers uncovered how investing in employee health spurs outperformance at the firm level:

• Researchers at Oxford and Indeed used crowdsourced data from the Indeed platform to develop the Work Wellbeing Score and compared it to the financial performance of 1,782 publicly listed companies between October 2019 and December 2023. Researchers found that a 1-point increase in the Work Wellbeing Score was associated with annual increases of 1.4% to 1.6% in return on assets (ROA) and 1.63 to 2.75 billion USD in profits.(3)
• This aligns with earlier findings of peer-reviewed studies that used simulation and past market performance and found that companies with strong employee health and well-being programs significantly outperform the S&P 500.
• Portfolios composed of companies that received the C. Everett Koop National Health Award appreciated by 325% compared to the overall S&P 500 Index appreciation of 105%.(4)
• A study of 45 companies that received high scores in a health and wellness assessment demonstrated appreciation of 235% compared to an overall S&P 500 Index appreciation of 159% over a six-year simulation period.(5)

These dynamics are equally relevant in real estate, where assets are managed, used and paid for by people. Engaged real estate investors pay attention to human capital management, as the connection between employee satisfaction and financial returns holds true in the real estate sector. Additionally, developing and operating real estate with a focus on social sustainability can help increase tenant satisfaction, improve community relations and drive financial performance:

• WELL Certified buildings report significantly higher occupant satisfaction compared to those in non-WELL buildings, with 18% more satisfied with access to sunlight, 17% more satisfied with acoustical privacy, 16% more satisfied with connection to the outdoor environment, 12% more satisfied with lighting, 11% more satisfied with thermal comfort,and 10% more satisfied with both indoor air quality and air movement, as well as 12% fewer Sick Building Syndrome (SBS) complaints and 6% fewer musculoskeletal complaints.(8)
• U.S. REITs with a health and well-being policy have outperformed, a relationship that was particularly strong in the face of a public health threat—the COVID-19 pandemic. During COVID (Feb 2020 – Feb 2022), REITs with a health and well-being policy and/or assets with healthy building certifications provided annualized returns of 10% compared to 6% for non-health focused REITs.(7)
• Tenant satisfaction drives financial performance. Within the commercial office setting, research has found that a 1-point increase in tenant satisfaction is associated with a 4.6% lower probability of moving, and that 10% higher building-level tenant satisfaction correlates with 0.9% higher growth in effective gross rent.(8)

The growing integration of health and social considerations into investment decision-making signals a fundamental shift in how markets define value and manage risk. What we’re witnessing is the early stages of a broader transformation—one that is poised to reshape investment strategies across all asset classes, sectors and geographies.

The organizations and investors who recognize this shift early—and position themselves accordingly—will capture significant competitive advantages. Those who continue to view health and social factors as ancillary considerations risk being left behind as markets increasingly price in these material drivers of long-term performance. The business case is clear, the regulatory landscape is emerging and institutional support is building. We stand at the threshold of an era where investing in health and well-being will not be considered optional—it will be recognized as fundamental to sound investment practice and sustainable value creation.

Access the full report at https://www.wellcertified.com/health-pays-back and explore how the materiality of health is reshaping the investment landscape (p. 46).

Join IWBI at the WELL 2026 Social Sustainability Summit, on Wednesday, April 15, as we explore how people-first strategies are shaping the future of business in Asia Pacific. Register here.

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^{1) World Bank. (2004). Who cares wins: Connecting financial markets to a changing world. World Bank Group. https://documents1.worldbank.org/curated/en/280911488968799581/pdf/113237-WP-WhoCaresWins-2004.pdf
2) Triple bottom line. (2009, November 17). The Economist. https://www.economist.com/news/2009/11/17/triple-bottom-line
3) De Neve, J-E., Kaats, M., Ward, G. (2024). Workplace Wellbeing andFirm Performance. University of Oxford Wellbeing Research CentreWorking Paper 2304. doi.org/10.5287/ora-bpkbjayvk
4) Goetzel, R. Z., Fabius, R., Fabius, D., Roemer, E. C., Thornton, N., Kelly,R. K., Pelletier, K. R. (2016). The stock performance of C. Everett Koop award winners compared with the Standard & Poor’s 500 Index. Journal of Occupational and Environmental Medicine, 58(1), 9-15.https://doi.org/10.1097/JOM.0000000000000632
5) Grossmeier, J., Fabius, R., Flynn, J. P., Noeldner, S. P., Fabius, D.,Goetzel, R. Z., & Anderson, D. R. (2016). Linking workplace health promotion best practices and organizational financial performance.Journal of Occupational and Environmental Medicine, 58(1), 16-23. https://doi.org/10.1097/jom.0000000000000631
6) Center Square. (2022). The social spotlight: An emerging focusin real estate ESG. https://www.centersquare.com/wp-content/uploads/2022/09/The_Social_Spotlight_-_An_Emerging_Focus_in_Real_Estate_ESG.pdf
7) Center Square. (2022). The social spotlight: An emerging focusin real estate ESG. https://www.centersquare.com/wp-content/uploads/2022/09/The_Social_Spotlight_-_An_Emerging_Focus_in_Real_Estate_ESG.pdf
8) Hu, M., Kok, N., & Palacios, J. (2024). Tenant satisfaction and commercial building performance (MIT Center for Real Estate Research Paper No. 24/01). SSRN. https://doi.org/10.2139/ssrn.4721577}

Drawing from across the Smithsonian’s vast collections, the exhibition features fossils, mounted specimens, anthropological objects, and imagery that trace the species’ dramatic arc, from its deep evolutionary roots and central role in Indigenous cultures to its near extinction in the late 19th century and subsequent recovery. Smithsonian taxidermist William Temple Hornaday witnessed this devastation firsthand and helped spark national awareness through influential museum displays and living bison exhibits on the National Mall, later contributing to the founding of the National Zoo and the modern conservation movement. As Director Kirk Johnson notes, the bison’s story of decline and resurgence is a quintessentially American one, closely tied to the Smithsonian’s early leadership in conservation.

A major exhibition highlight is the dramatic inclusion of Bison latifrons, an extinct Ice Age giant whose horns span up to seven feet across. The fossilized skull, which is on loan from the Idaho Museum of Natural History courtesy of the Bureau of Reclamation, was transported cross country by FedEx to the Smithsonian for this exhibition. The Bison latifrons will soon offer visitors a powerful glimpse into the sheer scale and evolutionary history of bison in North America, underscoring how long these animals have shaped and been shaped by the landscape.

To learn more, go to Bison Standing Strong.

Click here to learn about FedEx Cares, our global community engagement program.

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

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

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

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

— Allie Kelly, Executive Director

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

Let’s drive the future.

Media Contact

Dallen McLemore, Communications Specialist, The Ray

229.449.6168 | dallen@theray.org | @TheRayHighway

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

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

Elevating New Managers in Las Vegas

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

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

Accelerating Leadership, Technology and Job Skills in Macao

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

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

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

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

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

Delivering “Above Beyond” in Singapore

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

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

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

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

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

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

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

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

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

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

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

Did You Know:

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

Recent Recognition and Impact Data:

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

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About Mary Kay

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

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

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

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

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

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