Held July 27-31 at Toyota Sports Performance Center, the five-day program welcomed girls ages 5 to 12 for a comprehensive experience focused on athletic development, confidence building and personal growth. The camp was led by a lineup of high-profile coaches, including LA Kings Community & Hockey Development Specialist Blake Bolden; Professional Women’s Hockey League (PWHL) players Marah Wagner and Dominique Petrie; PWHL Las Vegas General Manager Domi DiDia; and LA Kings alumnus Jordan Nolan and Daryl Evans. The camp reflects the LA Kings’ broader commitment to expanding access to hockey and creating pathways that make the sport more accessible and inclusive for girls and young women.

Through daily on-ice instruction, dryland training, classroom sessions and individualized skill development, participants strengthened their hockey fundamentals while learning valuable lessons in teamwork, resilience, leadership and goal setting. The program was designed not only to develop players on the ice, but also to empower young athletes with skills and confidence that extend beyond sports.

A cornerstone of the camp was the opportunity for participants to engage directly with players and executives from the Professional Women’s Hockey League. Through interactive discussions and mentorship sessions, campers gained firsthand insight into the opportunities available for women across all areas of the sport, including professional competition, coaching, leadership and business operations. These interactions provided tangible examples of what is possible for girls pursuing their ambitions both within hockey and beyond.

Participants also spent time with LA Kings alumni, whose personal experiences offered inspiration and guidance while reinforcing the importance of perseverance, commitment and lifelong learning. By connecting young athletes with positive role models from across the hockey community, the program helped foster a sense of belonging and possibility for participants at a formative stage in their development.

Beyond athletic training, the camp created a supportive environment where girls could build friendships, strengthen self-confidence and develop a deeper connection to the game. By combining skill development with mentorship, representation and educational programming, the initiative helps remove barriers to participation while encouraging more girls to see themselves reflected in the future of hockey.

The LA Kings Girls Camp is part of the organization’s broader efforts to grow the game by expanding access, increasing participation and creating more inclusive opportunities for youth. Through programs like this, the LA Kings continue to leverage the power of sport to inspire confidence, develop future leaders and help ensure that more girls have the opportunity to participate, thrive and succeed both on and off the ice.

Previously, contributors had to navigate separate buttons for different media types. Now, everything lives behind one integrated button — images, video, audio, and embeds included.

• Access all accepted media types from a single area
• See file types, sizes, and sources before you upload
• Reuse existing assets without re-uploading them

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Why it matters

“A strong image is what keeps your readers engaged throughout your story.”

Here’s the case for prioritizing your inline media:

1. Compelling media gives your story a chance to stand out in a crowded feed
2. Sharp, well-chosen media signals credibility and professionalism
3. The right media drives higher click-through and read rates

In short: inline media selection is a strategic decision, not a decorative afterthought — and it’s exactly why we’re rolling this update out network-wide.

Try it today — log in and look for the new media button in the editor’s toolbar.

In case you missed it:

Video

On July 22, more than 700 people attended a free “Minions & Monsters” Watch Party at Carey Theater.  A week later, nearly 300 service members and their families gathered at the Camp Lewis USO Center for a Hunt.Fish.Feed. Heroes Lunch.

“Service members and military families give so much, often in ways most people never see,” said Mona Dexter, Vice President of Military and Veteran Affairs at Comcast. “Sometimes support comes through a major initiative, and sometimes it’s something as simple as a movie, a meal, and a few hours together.”

“What matters is reminding those who serve and their families that their community sees them, appreciates them, and stands with them.”
Mona Dexter
Vice President of Military and Veteran Affairs, 
Comcast

A Free Afternoon at the Movies

Comcast hosted the “Minions & Monsters” Watch Party in partnership with the Armed Services YMCA and Lollipop Theater Network. The event featured three free movie screenings, snacks, giveaways, and photo opportunities.

Volunteers from all three organizations welcomed families, supported check-in, and helped make the experience easy and enjoyable from the moment the doors opened through the final credits.

For one military spouse, hosting the event at JBLM removed barriers that would otherwise have made a family trip to the movies impossible.

“Thank you for bringing this movie here and letting us in for free,” she said. “I don’t drive, my husband is deployed, and with three kids, taking the whole family to a movie theater is impossible.”

Serving Up Appreciation

On July 29, Comcast partnered with Sportsman Channel and USO Northwest to bring Hunt.Fish.Feed. to JBLM for the first time.

Created by Sportsman Channel, Hunt.Fish.Feed. uses wild game and fish to prepare meals for communities across the country. The program combines outdoor traditions, culinary creativity, and community service.

At JBLM, Chef Paul Comes and the Hunt.Fish.Feed. culinary team worked alongside Comcast volunteers to prepare and serve venison tacos, street corn salad, Southwest coleslaw, and fresh fruit salad.

“As a U.S. Marine Veteran, I want to extend my heartfelt gratitude to our employee volunteers for stepping up to support service members and military families at Joint Base Lewis-McChord. Events like the Hunt.Fish.Feed. Heroes Lunch are a meaningful reminder that service comes in many forms, whether in uniform or through giving your time to serve others,” said Roy Novosel, Vice President, Engineering & Technical Operations, Comcast Pacific Northwest. “I also want to thank the USO Northwest and Sportsman Channel for their outstanding partnership and shared commitment to honoring those who serve.”

“Together, we created an event that brought people together, strengthened community connections, and showed our appreciation for the sacrifices made by service members and military families every day.”
Roy Novosel
Vice President,
Engineering & Technical Operations
Comcast Pacific Northwest

Comcast’s commitment to the military community began with our founder, U.S. Navy veteran Ralph Roberts. We’re proud to support service members, veterans, and military families year-round through exclusive Xfinity member benefits, career opportunities for military-connected talent, investments in trusted nonprofit partners, and employee-led service across the country.

Learn more about our commitment to the military community and explore exclusive offers here.

The partners are establishing a joint laboratory in Singapore, managed by A*STAR I²R, that will focus on developing advanced ATM and related aviation solutions with an emphasis on automation, digital operations, as well as integrating newly developed capabilities into existing and emerging aviation systems.  

“This partnership reflects Leidos’ continued commitment to the Indo-Pacific region while accelerating capabilities that can support a more efficient, resilient and sustainable future for air travel,” said Jim Preaskorn, Leidos vice president of ATM. “As aviation systems become more connected and complex, the industry needs new tools that help controllers make faster, more informed decisions.” 

The approach combines Leidos’ expertise in ATM, artificial intelligence (AI) and cybersecurity with A*STAR I²R’s capabilities in data analytics, advanced communications and applied research.

“At A*STAR I²R, we bring deep expertise in developing advanced technologies and translating research into real-world applications, making us a strong partner for innovation,” said Dr. Sun Sumei, executive director at A*STAR I²R. “Through this collaboration, we look forward to co-innovating on next-generation ATM solutions by leveraging our capabilities in AI, communications and data for the aviation sector in the Indo-Pacific.” 

With global passenger traffic projected to approach 10 billion passengers annually, the partnership supports Leidos’ investments in aviation modernization and strengthens the company’s continued growth across one of the world’s fastest-growing aviation markets.

About Leidos

Leidos is an innovation company rapidly addressing the world’s most vexing challenges in national security, aviation, transportation and critical infrastructure. Headquartered in Reston, Virginia, with approximately 50,000 employees worldwide, Leidos reported annual revenues of approximately $17.2 billion for the fiscal year ended Jan. 2, 2026. For more information, visit Leidos.com.

Certain statements in this announcement constitute “forward-looking statements” within the meaning of the rules and regulations of the U.S. Securities and Exchange Commission (SEC). These statements are based on management’s current beliefs and expectations and are subject to significant risks and uncertainties. These statements are not guarantees of future results or occurrences. A number of factors could cause our actual results, performance, achievements, or industry results to be different from the results, performance, or achievements expressed or implied by such forward-looking statements. These factors include, but are not limited to, the “Risk Factors” set forth in Leidos’ Annual Report on Form 10-K for the fiscal year ended January 2, 2026, and other such filings that Leidos makes with the SEC from time to time. Readers are cautioned not to place undue reliance on such forward-looking statements, which speak only as of the date hereof. Leidos does not undertake to update forward-looking statements to reflect the impact of circumstances or events that arise after the date the forward-looking statements were made.

Media Relations
Brandon Ver Velde
Senior Media Relations Manager
(571) 526-6257 | brandon.p.vervelde@leidos.com

In FY 2025, it continued to advance this commitment by strengthening employee engagement through investment in employee development, social responsibility, and meaningful connection across its global workforce. The company focused on improving access to opportunities that help employees grow, collaborate effectively, and apply their skills in support of Keysight’s mission.

Keysight remains at the forefront of innovation and continues to meet evolving stakeholder expectations by cultivating a workplace where employees feel supported, valued, and empowered to contribute. By fostering inclusive collaboration and an engaging environment, the company enables employees to perform at their best and drive meaningful innovation.

Employee engagement is a critical driver of Keysight’s ability to execute with quality, efficiency, and accountability. Engaged employees bring greater energy, creativity, and problem-solving capability to their work, contributing to higher performance and stronger customer partnerships. Consistent engagement also reduces operational risks by improving retention and maintaining continuity in technical expertise. By investing in the success and development of its employees, Keysight strengthens its competitive position and enhances its capacity to deliver technologies that support customer innovation and generate positive outcomes for society.

In FY 2025, Keysight continued to make progress in employee engagement and talent practices, building a resilient and future-ready workforce positioned to deliver lasting value for customers and society.

FY 2025 Impact Highlights

• More than 4,000 employees participated in 15 Employee Network Groups across six countries, reflecting strong global engagement in employee-driven communities. Employees across all regions hosted over 230 engagement activities, demonstrating broad participation and sustained momentum in strengthening collaboration and organizational culture. 
• These Keysight sponsored activities included more than 50 focused on employee development, over 125 networking events, and more than 55 social responsibility initiatives, collectively enhancing workforce capability, building stronger internal networks, and advancing Keysight’s positive impact in the communities it serves. 
• Our investment in training has significantly strengthened employee engagement, with over 206,700 courses completed and 204,100 learning hours logged. Employees averaged 12.9 hours of training each, complemented by 15,750 cumulative mentoring hours — including 2,876 hours in FY25 — fostering continuous growth and connection across the organization.

Read the full 2025 Corporate Social Responsibility Progress Report

At Cisco, we don’t just sell networking, security, and collaboration technologies, we live them. Our offices around the world serve as proving grounds where we deploy the solutions we bring to market, using them to create better employee experiences while addressing the same operational realities faced by real estate and facilities teams everywhere. What has made the biggest difference for us is the data generated from the connected technologies in our workplaces, giving us the ability to validate assumptions, uncover patterns, and make more informed decisions about how our workplaces operate and evolve.

Between the strain of increased bandwidth and network traffic on legacy systems, the rise of sophisticated security threats, and the global skills shortage, the old way of managing IT in silos simply can’t keep up with how people work today. By unifying our core workplace technologies on a single platform, we’re doing more than just keeping the lights on. We’re building a foundation that protects users and turns our offices into intelligent assets that IT and Real Estate teams can use to drive the operational efficiencies and optimizations needed to fuel better business outcomes.

The Living Lab: Penn One
 

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We didn’t arrive here overnight. Six years ago, as hybrid work became the new norm, we made a bold decision with our Penn One office in New York: to rethink workplace architecture by placing technology at the core of both the physical build and the employee experience. Traditionally, technology was an afterthought of the build, retrofitted post construction. At Penn One, we flipped that model; the network became the foundation and the building’s nervous system. It connects smart sensors, automated lighting, HVAC, wayfinding, and collaboration devices, enabling us to build the space and experience around technology, not the other way around.

By leveraging our wireless and camera innovations, Penn One became a unified sensory platform. Our IT stack evolved from simply providing connectivity to gathering thousands of real-time data points per second on how our spaces function. Having all this data at our fingertips has given us the visibility into office use, navigation, and potential anomalies across office temperature or air quality that we didn’t have before. This puts us in a better position to move beyond guesswork and make data-informed decisions to improve our workplace environment. Ultimately, the integration of the technology onto a single platform in the New York office, combined with a significant reduction of space and the adoption of Power over Ethernet (PoE) lighting allowed us to eliminate thousands of pounds of steel and copper wiring, achieve $360K in cost avoidance through the PoE deployment, and reduce energy expenses by 36%. And that is just scratching the surface, as we look to continually evolve the space.

The platform approach: How it works

Our Future-proofed Workplace approach integrates secure networking, collaboration devices, smart building technology, and AI-enhanced platforms to create flexible, resilient, and sustainable environments. By connecting PoE solutions, Cisco Wi-Fi access points, cameras, and collaboration devices into a single sensory network via Cisco Spaces, we enable seamless collaboration and productivity for a better onsite experience. This unified data stream has two critical advantages:

• Efficiency & Cost Savings: Building management systems respond dynamically to real-time occupancy, focusing power, heating, and cooling only where needed.
• A Frictionless Experience: Employees and visitors can use real-time digital maps to find available desks and meeting rooms, delivering a seamless experience and improving workplace satisfaction.

Scaling the blueprint: A global portfolio
 

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This blueprint has been our North Star, enabling us to scale with speed and intention. Over the past five years, we’ve completed more than 30 capital projects worldwide, treating IT infrastructure as the primary architectural layer and tailoring each location to specific business outcomes. For example:

• Atlanta (2023): Designed next to Georgia Tech University to attract and develop engineering talent.
• Paris (2023): Integrated sustainable building standards and advanced technology into a historic 1820s residence that served as a product showcase during the 2024 Paris Olympics and now stands as one of our premier customer experience centers in the region.
• Milan (2025): Achieved a 35% reduction in lighting power through smart lighting controls and sensors, achieving operational cost savings while advancing our global sustainability goals.
• London (2025): Launched our first neuroinclusive workspace, allowing employees to customize environments to their sensory needs with a tech-enabled design that resulted in 16% energy savings over standard code.
   

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There’s also our legacy site in Bangalore, India which exemplifies our “Campus Refresh” model. More than a technology upgrade, the transition to a single, unified, secure network opened up two critical real estate capabilities around workplace planning and operations that can be extended to other sites:

1. Right-sizing meeting rooms: As we modernize our floors, we use Cisco video device data to analyze the demand for rooms based on their size and capacity versus the supply of what’s available to ensure the right rooms are in the right places across 50+ floors.
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2. Optimizing building usage: We discovered that Wi-Fi login data and built-in occupancy sensors provide granular visibility into floor usage and space utilization, which can enable energy preloads and system use to align with actual traffic patterns. Now that the capability is realized, if implemented, we estimate that it could yield 5.5% energy savings, equating to ~$300K/year locally in the Bangalore site and ~$2.5M/year globally.

These local successes aren’t just isolated wins; they represent a fundamental shift in how we manage our global portfolio. By moving from intuition to data-backed decisions, we’ve been able to scale our strategy quickly. The global results of this transformation are clear:

• Optimized footprint and savings: we’ve achieved 16% reduction in our global real estate footprint – from approximately 18M to 15M square feet – which has helped to drive over $100M in annual global OPEX savings.
• Space built for collaboration: Better visibility into how our teams actually work and how they use the space has influenced our workplace design standards. Whereas before, the majority of the workplace was dedicated to individual focus areas, in the last six years, we’ve flipped our space composition and reimagined floor plans to include 40% more collaborative space to support the face-to-face work employees often come in to do.
• Energy performance and wellbeing: We’ve made high-performance standards a core design requirement, pursuing WELL and LEED certifications across our portfolio. Our 14 most recent capital projects that pursued LEED or WELL certification are modeled to use 19% less energy than standard code. This was achieved by integrating our building management systems (BMS), lighting, occupancy sensors and other technology to optimize both our environmental footprint and the well-being of our people.

Beyond the tech: Designing for connection

Despite these successes, workplace transformation cannot happen in silos. For too long, Real Estate, HR, and IT operated independently, creating friction in a hybrid world. Our strategy anchors at the intersection of three partners:

• Place (Corporate Real Estate): Designing spaces that support collaboration, learning, and focus.
• Platform (IT): Using technology to measure, manage, and optimize environments.
• People (HR): Defining the purpose of space to support well-being, learning, and growth.

Technology enables but leadership is the catalyst. Our most successful offices aren’t those with the most sensors, they’re where leaders are intentional about why they are bringing their teams together. Yes, collaboration, learning, and culture top that list, but it’s more than that. It’s really about accelerating decision making, onboarding faster, facilitating knowledge transfer (both for learning and innovation), and building trust. These are the activities that can benefit from face-to-face time, and with the tech-enabled visibility into how the spaces are used, we can ensure we’re providing enough of the right types of environments that best support these activities.
 

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The journey ahead: Operationalizing data

We don’t have all the answers yet and the truth is, there’s still so much to uncover with all the data we can now access. While we have identified use cases where we can improve efficiencies or reduce costs, we’ve only just begun exploring what’s viable.

The next phase is harnessing it so we can actually operationalize it, and we’re looking to AI and predictive models to support capabilities like forecasting demand and attendance more precisely, and early detection of maintenance irregularities. This will allow us to plan services like catering and janitorial based on near-real-time occupancy rather than static schedules, and deploy maintenance more proactively to avoid infrastructure failures and downtime costs.

We’ve already started this work in our Research Triangle Park campus in North Carolina where we’re piloting AI-driven analytics across building systems to shift from reactive maintenance response. By deploying advanced analytics across our building management system and leveraging AI to analyze data from over 1,300 assets like chillers, air handling units, and ventilation systems, we aimed to identify inefficiencies in real-time and reduce our energy footprint.

An early finding identified more than $185K in annualized savings in just four months by fine-tuning operations such as fan speeds during unoccupied hours, correcting overcooling issues in labs and offices and accelerating work order completion. This is just one example of how we’re testing and optimizing to provide a comprehensive blueprint that eventually can help our customers and support IT leaders in solving their Real Estate and HR teams’ biggest workplace challenges.

Gone are the days where the workplace was the primary place where work got done. Today, it’s a choice that employees will only make if they see the value it delivers for their career and their work. Their expectations are higher, and to meet them, the investments IT leaders make must go beyond merely enabling virtual and hybrid meetings; they must create an environment that actively supports the activities that make coming together worthwhile. When connected and intentional, these investments become the foundation for a more agile, responsive business that can adapt to evolving work practices and meaningful collaboration. By treating the network as a sensory platform and stepping into a strategic partnership role, IT leaders shift workplace management from intuition to insight, unlocking the full potential of a truly intelligent workplace experience that drives measurable business outcomes.

Learn more:

• Visit our Future-Proofed Workplace solutions site for more information
• Explore our library of office lookbooks and collaboration room design guides

View original content here

“Our sustainability agenda and portfolio transformation initiatives are fundamentally about strengthening PepsiCo for the long term,” said Ramon Laguarta, PepsiCo Chairman and Chief Executive Officer. “Through pep+, we are working to build a more resilient business — one that aims to adapt to changing consumer preferences, supports our growth strategy, and creates value for shareholders while striving to help support the resources and communities that are critical to our future.”

That focus is reflected in continued progress across PepsiCo’s business, from operations and agriculture to innovation and portfolio transformation.

“We’re excited by the momentum we’re building as pep+ continues to transform our business end to end,” said Jim Andrew, PepsiCo Chief Sustainability Officer. “We’re making significant progress — from expanding regenerative, restorative and protective practices to 4.7 million acres, reducing emissions of our operations, to evolving our product portfolio to offer more choices — and we’re doing it in ways that we believe will strengthen our business for the long term. While there’s more work ahead, this progress reflects how we’re continuing to take steps to embed sustainability into how we operate, innovate, and grow.”

Climate

PepsiCo reported performance as of 2025 versus its 2022 baseline as it works to reduce greenhouse gas emissions. Including system contributions, PepsiCo reported reductions of:

• 24% for Scope 1 and 2 goal
• 12% for Scope 3 Energy and Industry (E&I) goal
• 18% for Scope 3 Forest, Land and Agriculture (FLAG) goal

PepsiCo sourced 96% (approximately 4,300 GWh) of the global electricity needs for its company-owned operations with renewable sources (including through use of renewable energy credits).

PepsiCo has collaborated with fertilizer company Yara International to work with approximately 1,000 farms, covering a total of around 128,000 hectares across the European Union and the U.K., to adopt low-carbon fertilizers and precision farming technologies in an effort to reduce the emissions impact of crop production, focusing primarily on potatoes.

In Mexico, the company integrated 1,070 Ford E-Transit electric vans into its delivery fleet to help reduce carbon emissions and improve the sustainability of logistics operations.

Nutrition

PepsiCo reported continued progress in evolving its portfolio in 2025:

• Exceeding its 2025 goal for more than 67% of the company’s beverage portfolio volume to have no more than 100 Calories from added sugars per 12 oz. serving. In 2025, 68% of its beverage portfolio met its goal.⁶
• Likewise, 79% of convenient foods volume met PepsiCo’s ambitious sodium targets to not exceed 1.3, milligrams of sodium per Calorie, exceeding the 2025 goal that 75% of its convenient foods portfolio volume would meet this criteria. The company also reported that 49% of its global convenient foods portfolio volume met our 2030 ambition that will meet or be below category sodium targets.⁶
• 79% of convenient foods volume met our saturated fat targets, which means the company has exceeded its goal for at least 75% of convenient foods portfolio volume to not exceed 1.1 grams of saturated fat per 100 Calories by 2025.⁶

In 2025, PepsiCo also delivered 79 billion portions of diverse ingredients, including whole grains, plant-based proteins, fruits and vegetables, as it progresses toward its goal to deliver 145 billion portions of diverse ingredients annually in its global convenient foods portfolio by 2030.⁶

Agriculture 

PepsiCo recently reported on its goals tied to Positive Agriculture on July 1, 2026, noting that the company has expanded regenerative, restorative, and protective practices to 4.7 million acres, and supported approximately 224,000 people across its agricultural supply chains and communities with dedicated programming designed to improve economic prosperity and farmer and farm worker security across the globe since 2021.¹ The full press release can be found here.

The company added that reporting on its deforestation and conversion-free sourcing goals will be published at a later date, as methodologies and data continue to be finalized.

Packaging

PepsiCo reported 2.0 million metric tons of plastic use in key packaging markets, including primary packaging, in 2025. For primary plastic packaging in key packaging markets, the company achieved a 6% reduction in absolute tonnage of virgin plastics between 2024 and 2025 and used 18% recycled plastic in 2025.⁶

Water

The company also recently highlighted its efforts on its water stewardship goals, achieving 100% water replenishment at company-owned facilities in high water-risk watersheds and adopting the Alliance for Water Stewardship (AWS) Standard across all company-owned manufacturing sites in high water-risk areas. In 2025, PepsiCo supported more than 60 active replenishment projects that helped replenish approximately 35 billion liters of water to local watersheds. The full press release can be found here.

People

As a global convenient foods and drinks leader, PepsiCo strives to use its reach to champion responsible business practices. This means aspiring to positively influence its business partners and communities and championing its employees’ well-being. Details on PepsiCo’s efforts on job growth, career, volunteering, engagement, as well as other topics and metrics can be found in its 2025 ESG reporting on its website.

Additional ESG Information

PepsiCo regularly reviews its sustainability goals, investments, and initiatives and considers changes that are warranted from time to time, including in the context of new developments, such as business growth and necessary investments relating to our initiatives, as well as external developments. PepsiCo will continue to report toward its pep+ ambitions. More details can be found on our ESG Topics A-Z pages, as well as our 2025 ESG Performance Metrics and Calculation Methodology file.

Cautionary Statement

This disclosure contains statements reflecting our views about our future performance that constitute “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements are generally identified through the inclusion of words such as “aim,” “anticipate,” “believe,” “drive,” “estimate,” “expect,” “goal,” “intend,” “may,” “plan,” “project,” “strategy,” “strive,” “target” and “will” or similar statements or variations of such terms and other similar expressions. Forward-looking statements inherently involve risks and uncertainties. For information on certain factors that could cause actual events or results to differ materially from our expectations, please see PepsiCo’s filings with the Securities and Exchange Commission, including its most recent annual report on Form 10-K and subsequent reports on Forms 10-Q and 8-K. Investors are cautioned not to place undue reliance on any such forward-looking statements, which speak only as of the date they are made. PepsiCo undertakes no obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.

About PepsiCo 

PepsiCo products are enjoyed by consumers more than one billion times a day in more than 200 countries and territories around the world. PepsiCo generated nearly $94 billion in net revenue in 2025, driven by a complementary beverage and convenient foods portfolio that includes Lay’s, Doritos, Cheetos, Gatorade, Pepsi-Cola, Mountain Dew, Quaker, and SodaStream. PepsiCo’s product portfolio includes a wide range of enjoyable foods and beverages, including many iconic brands that generate more than $1 billion each in estimated annual retail sales.

Guiding PepsiCo is our vision to Be the Global Leader in Beverages and Convenient Foods by Winning with pep+ (PepsiCo Positive). pep+ is our strategic end-to-end transformation that puts sustainability and human capital at the center of how we aim to create value and growth by operating within planetary boundaries and inspiring positive change for planet and people. For more information, visit www.pepsico.com, and follow on X (Twitter), Instagram, Facebook, and LinkedIn @PepsiCo.

¹See Calculation Methodology for detail on how we measure progress on this metric. Metric published July 1, 2026

² PepsiCo keeps track of the evolving external guidance from the Greenhouse Gas Protocol (GHGP) and the Science Based Targets Initiative (SBTi) and calculates our footprint and target progress in line with these standards. Our reported target progress is calculated in accordance with SBTi’s Corporate Net Zero Standard (CNZS) V2.0 innovations that apply to our targets set under CNZS V1.0. We report emission reductions against baseline calculated from our physical footprint and separately report target progress that includes system contributions from activity pool and sector level actions. Further details can be found in our Climate Accounting Statement. This reporting approach may change in the future as further guidance is made available from the GHGP and SBTi.

³ Our 2025 results for target progress with system contribution include 5% emissions reductions against physical baseline (2024: 3%). See the Climate Accounting Statement for detail on how we measure progress on this metric. Metric published August 13, 2026

⁴ Our 2025 results for target progress with system contribution include 10% emissions reductions against physical baseline (2024: 6%). See the Climate Accounting Statement for detail on how we measure progress on this metric. Metric published August 13, 2026

⁵ Our 2025 results for target progress with system contribution include 15% emissions reductions against physical baseline (2024: 7%), and include FLAG removals calculated in line with GHGP Land Sector and Removals Standard (LSRS) along with system contribution. See the Climate Accounting Statement for detail on how we measure progress on this metric. Metric published August 13, 2026

⁶ See Calculation Methodology for detail on how we measure progress on this metric. Metric published August 13, 2026

⁷ See Calculation Methodology for detail on how we measure progress on this metric. Metric published March 19, 2026

THE WOODLANDS, Texas, August 13, 2026 /3BL/ – As Southeast Texas continues to experience another summer of high temperatures, Entergy Texas has donated more than 2,500 box fans to help vulnerable customers stay safe and cool during the hottest months of the year. Through its annual Beat the Heat campaign, the company partnered with 38 community agencies to distribute fans to customers in 34 cities across Southeast Texas. Since launching the program in 2000, Entergy Texas has donated more than 33,500 fans across its service area.

For households without access to reliable air conditioning, box fans can provide a simple, cost-effective way to improve comfort and reduce indoor heat stress. The annual fan donations are one part of Entergy Texas’ broader commitment to helping customers stay safe while connecting them with bill assistance, energy efficiency programs and flexible payment options throughout the summer.

“Our goal is to meet customers where they are with solutions that make a real difference,” said Stuart Barrett, vice president of customer service for Entergy Texas. “Whether that’s providing a fan during the hot summer months, improving a home’s energy efficiency or connecting someone with bill assistance, we’re focused on helping customers stay safe, comfortable and prepared throughout the year.”

The annual fan donations build on several customer-focused initiatives Entergy Texas has delivered this summer to help customers stay cool and save money, including:

• Providing no-cost weatherization and cooling upgrades that improve home energy efficiency and lower energy use.
• Contributing $500,000 in bill payment assistance to help eligible seniors and customers with disabilities with summer energy expenses.
• Expanding bill management tools, payment options and energy-saving resources to give customers more ways to manage their bills.

Customers can learn more about resources to easily manage their bill by visiting Entergy Texas’ Bill Toolkit.

About Entergy Texas

Entergy Texas provides electricity to approximately 538,000 customers in 27 counties. Entergy generates, transmits and distributes electricity to power life for more than 3 million customers through our operating companies in Arkansas, Louisiana, Mississippi and Texas. Its customers are connected to the Midcontinent Independent System Operator Inc. power grid, which is a regional transmission organization responsible for administering the transmission systems of member utilities in 15 states stretching across the central region of the United States and Manitoba, Canada. We’re focused on keeping costs for our customers as low as possible while providing reliable energy that our communities count on. We’re also investing in growth for the future with a more resilient, cleaner energy system that includes modern natural gas, nuclear and renewable energy generation. As a nationally recognized leader in sustainability and corporate citizenship, we deliver more than $100 million in economic benefits each year to the communities we serve through philanthropy, volunteerism and advocacy. Entergy is a Fortune 500 company headquartered in New Orleans, Louisiana, and has approximately 12,000 employees. Learn more at EntergyTexas.com and connect with @EntergyTX on social media.

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The collaboration reflects a broader IWBI initiative to work with industry organizations and product information platforms to create a more connected, efficient and user-friendly ecosystem for healthy building products, materials and services. By aligning existing transparency tools and product information pathways, IWBI and HPDC aim to reduce duplicative work and costs for manufacturers. The joint effort will enhance user experience on the WELL Directory and the HPD Builder and HPD Public Repository, making it easier for project teams to discover products that support WELL strategies.

“As the market increasingly prioritizes health and sustainability, manufacturers and project teams need simpler, more connected ways to navigate product information,” said Jessica Cooper, IWBI Chief Product Officer. “Our collaboration with HPDC helps simplify that journey by building on existing transparency efforts, removing duplicative workload and improving access to information that supports healthier and more sustainable building decisions.”

“Manufacturers have already done the hard work of disclosing what’s in their products. This collaboration lets them put that existing transparency data to work toward the Works with WELL recognition – instead of recreating it,” said Wendy Vittori, Executive Director of the Health Product Declaration Collaborative. “By connecting our tools with the WELL Directory, we’re making it simpler for manufacturers to participate and easier for project teams to find products that support healthier buildings.”

Key highlights of the collaboration between IWBI and HPDC include:

• Simplified pathways for manufacturers to use existing Health Product Declarations (HPDs) to demonstrate alignment with selected WELL Material requirements.
• New pre-check and pre-qualification capabilities within HPD Builder that help manufacturers identify products eligible for Works with WELL recognition before entering the formal application process.
• Incentives for early users of the pre-check and pre-qualification on HPD Builder when manufacturers apply for Works with WELL licensing.
• Reduced administrative burden and costs by leveraging existing product disclosures rather than recreating information across multiple platforms and systems.
• Improved product discovery for project teams through enhanced filtering capabilities on HPD Public Repository that help identify products aligned with health and sustainability goals.
• Joint education and industry engagement through webinars, shared resources and collaborative programming. To kick off the collaboration and help manufacturers and specifiers take advantage of its streamlined user experience, IWBI and HPDC will host the first industry-wide educational webinar at 2 p.m. ET on August 18, 2026. Register here.

The collaboration introduces new functionality within HPDC’s product transparency tools that helps manufacturers identify products aligned with selected WELL Material features. Products meeting qualifying criteria will have streamlined pathways into IWBI’s Works with WELL program, which recognizes products and services that support WELL Certification and healthier spaces.

For architects, designers, owners and project teams, the collaboration simplifies the process of finding and evaluating products that support health and sustainability goals. New filtering capabilities across participating platforms will help users more easily navigate and compare relevant product options. The collaboration with HPDC marks the latest endeavor by IWBI to broaden its cooperation with industry organizations and platforms to make healthy building products and services more accessible to manufacturers, project teams and end users. IWBI continues to work with other industry organizations to achieve this goal.

Recently, IWBI and the Business and Institutional Furniture Manufacturers Association (BIFMA) aligned on the ANSI/BIFMA e3 Furniture Sustainability Standard and LEVEL® so that the material transparency pathways for furnishings in WELL reference both ANSI/BIFMA e3 and M7.1 requirements for low-emitting products.

In another recent collaboration, IWBI and Ecomedes, a product search platform for healthy and sustainable buildings also agreed to streamline pathways for Ecomedes members to be pre-checked and pre-qualified for Works with WELL participation while providing access to membership incentives. The collaboration also enhances online product discovery by displaying the Works with WELL mark alongside eligible products within the Ecomedes product catalog, helping project teams more easily identify solutions aligned with WELL strategies.

About the International WELL Building Institute
The International WELL Building Institute (IWBI) is a public benefit corporation and the global authority for transforming health and well-being in buildings, organizations and communities. In pursuit of its public-health mission, IWBI mobilizes its community through the development and administration of the WELL Building Standard (WELL), WELL for residential, WELL Community Standard, its WELL ratings and management of the WELL AP credential. IWBI also translates research into practice, develops educational resources and advocates for policies that promote people-first places for everyone, everywhere. Learn more at www.wellcertified.com.

International WELL Building Institute, IWBI, the WELL Building Standard, WELL v2, WELL Certified, WELL AP, WELL EP, WELL Score, The WELL Conference, We Are WELL, the WELL Community Standard, WELL Health-Safety Rated, WELL Performance Rated, WELL Equity Rated, WELL Equity, WELL Coworking Rated, WELL Residence, Works with WELL, WELL and others, and their related logos are trademarks or certification marks of International WELL Building Institute pbc in the United States and other countries.

About the Health Product Declaration Collaborative
The Health Product Declaration Collaborative (HPDC) is a U.S.-based nonprofit standards organization and the steward of the Health Product Declaration (HPD) Open Standard, the leading format for reporting product contents and associated health information. HPDC supports more than 1,000 manufacturers and thousands of project teams in advancing materials transparency, with more than 18,000 published HPDs covering over 40,000 products freely available in the HPD Public Repository. Backed by more than 350 member companies, HPDC develops the tools, standards, and partnerships that make transparent materials information accessible to everyone. Learn more at www.hpd-collaborative.org.

Media contact:
Health Product Declaration Collaborative: Jeff Toffoli, jtoffoli@hpd-collaborative.org
IWBI: media@wellcertified.com

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To build a replicable national model, The Ray formed a powerhouse strategic coalition of leaders in transportation, energy, and infrastructure planning:

ElectroTempo, Inc. provides machine learning to forecast grid-load zones;

Cambridge Systematics brings data-driven transportation policy expertise;

Minnesota Department of Transportation (MnDOT) serves as an innovative state agency partner helping develop approaches to safely integrate energy infrastructure into public corridors.

The collaborative effort also leverages key partners across the country, including the American Association of State Highway and Transportation Officials (AASHTO) through its “Moonshot Initiative.”

Solving the Gridlock: The Case for Corridors

Traditional grid expansion is frequently slowed by complex land acquisition and lengthy permitting cycles. By shifting focus to in-use public assets such as highways and rail lines, the Speed to Power vision dramatically minimizes community disruption and reduces the need to purchase private property.

Furthermore, existing transportation corridors may qualify for National Environmental Policy Act (NEPA) categorical exclusions, streamlining environmental reviews and accelerating project development timelines. This optimized delivery model is critical to support the rapid growth required for next-generation economic drivers, including data centers, advanced manufacturing, and the electrification of freight logistics.

Proven Models and Emerging Corridors

The Ray’s approach is grounded in real-world success. For example, they highlight the SOO Green HVDC Link, a 350-mile underground high-voltage direct-current transmission line that primarily follows the Canadian Pacific Kansas City railroad corridor. By utilizing existing transportation ROW, this $2-3 billion merchant project bypasses traditional private land acquisition conflicts to deliver 2,100 MW of capacity between regional grids.

Using ElectroTempo’s data-driven forecasting, The Ray identified five key “Emerging High-Load Corridors” where targeted investment will yield the highest impact between 2025 and 2030:

Mid-Atlantic: Richmond–Frederick–Harrisburg (Projected 8–10 GW growth).

Texas Triangle: Dallas–Austin–San Antonio (Projected 6–8 GW growth).

Midwest: Columbus–Indianapolis–Chicago (Projected ≈7 GW growth).

Southeast: Savannah–Charleston–Raleigh (Projected 5–6 GW growth).

Southwest: Phoenix–Las Vegas–Southern NV (Projected 5–6 GW growth).

The Structured Path to Execution

The Ray’s strategy moves immediately from theory to execution using advanced technology, interagency coordination, and creative project financing:

Advanced Spatial Mapping: The Ray’s Esri-backed ROW Transmission Deployment Tool integrates transportation and grid datasets, allowing planners to dynamically map and analyze proposed routes.

Braided Project Funding: To bridge critical capital gaps, The Ray promotes deeper coordination between USDOE and USDOT funding programs to help states braid available federal resources for transmission projects.

Policy Implementation and Technical Support: The Ray’s recommendations highlight state policy models, such as Minnesota’s utility colocation law (HF 5247), and the technical assistance and coordination needed to help states advance safe transmission colocation.

Interagency Alignment: The Ray advocates for a federal ROW Transmission Interagency Working Group to cut through red tape and harmonize workflows between energy regulators and state DOTs.

By advocating for these targeted solutions, The Ray seeks to provide state leaders with the tools and technical guidance necessary to safely modernize the country’s infrastructure, paving the way for a more efficient and resilient national grid.