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PHOENIX--(BUSINESS WIRE)-- Phoenix Education Partners, Inc. (“Phoenix Education” or the “Company”) (NYSE: PXED) today announced that it has entered into a definitive agreement to acquire Fuel50, Inc., an AI-powered workforce transformation platform.

As AI transforms roles across industries, employers are navigating rapid changes in workforce skills and talent needs. Fuel50 brings workforce intelligence, talent marketplace and workforce planning capabilities, while Phoenix Education brings a commitment to workforce development and helping people build capabilities for the future of work. Together, the companies share a vision for connecting workforce intelligence, career-relevant skills and talent mobility in an AI-enabled workplace.

For Fuel50, the acquisition accelerates the next stage of its work with enterprise customers. Following completion of the transaction, Fuel50 will continue operating under its own brand. With the same focus that has built its platform to date, and in combination with Phoenix Education, Fuel50 is positioned to:

Advance AI-powered workforce intelligence to help employers understand workforce capabilities and anticipate and prioritize future skill needs
    Accelerate talent mobility and workforce transformation through career pathways, upskilling, reskilling and personalized development
    Extend its impact with enterprise employers as they navigate changing workforce needs

“The pace of change in the workplace is accelerating, particularly as AI reshapes how work gets done and the skills organizations need to compete,” said Chris Lynne, Chief Executive Officer of Phoenix Education Partners. “Fuel50 has built an impressive platform, deep workforce expertise and a compelling vision for helping employers understand changing skill needs and develop and mobilize talent. We believe strongly in Fuel50’s future and are excited to support its continued innovation and to help extend its impact with employers navigating workforce transformation.”

Fuel50 combines AI, workforce data, people science, and future-of-work technology across its platform. Its Workforce Intelligence suite provides actionable insights into workforce skills and evolving talent needs to inform workforce planning and talent decisions, while its Talent Marketplace connects employees with career pathways, roles and development opportunities that support upskilling, reskilling and internal mobility. Underpinning the platform is an enterprise-grade ontology of more than 5,000 skills, designed to integrate with existing enterprise technology environments.

"Fuel50 was founded on the belief that people should be able to see their potential and organizations should be able to see the capability already inside their workforce," said Anne Fulton, Co-founder and Chief Executive Officer of Fuel50. "AI makes that mission more urgent. Organizations now need to understand not only the skills they have, but how work itself is changing and what their people will need next. This combination creates an opportunity to connect workforce intelligence with workforce development at much greater scale. We look forward to joining with Phoenix Education Partners to bring together complementary strengths around understanding workforce capability and developing the people who will deliver the work of the future.”

The acquisition also advances Phoenix Education’s broader strategy at the intersection of skills, work and career opportunity. As the parent company of The University of Phoenix, Inc., Phoenix Education has significant experience serving working adults and employers through the University’s long-standing focus on career-relevant, skills-aligned education. Over time, working together, there are opportunities to more deeply connect workforce insights, learning, and career mobility in ways that create value for working adults and employers.

Following closing, Fuel50 is expected to continue operating as a distinct business within Phoenix Education under its own brand and will continue serving its enterprise customers. It is anticipated to be led by Jo Mills, Co-founder and President of Fuel50, who is expected to assume the role of Fuel50’s Chief Executive Officer following the close of the transaction. The teams will continue to explore how the respective capabilities can complement one another.

The transaction is expected to close within 30 days, subject to customary closing conditions, including receipt of required Fuel50 stockholder approvals and satisfaction or waiver of other closing conditions. Macquarie Capital served as exclusive financial advisor to Fuel50 on the transaction.

About Phoenix Education Partners, Inc.
Phoenix Education Partners, Inc. is the parent company of The University of Phoenix, Inc., a pioneer in online education for working adults. Founded in 1976, University of Phoenix provides access to higher education opportunities that enable students to develop the knowledge and skills necessary to achieve their professional goals, improve the performance of their organizations and provide leadership and service to their communities. For more information, visit phoenixeducationpartners.com.

About The University of Phoenix, Inc.
University of Phoenix is Built for Real Life. 50 Years Strong. The University innovates to help working adults enhance their careers and develop skills in a rapidly changing world through flexible online learning, relevant courses, academic AI pillars and skills-mapped curriculum for associate, bachelor’s and master’s degree programs. Active students and alumni have access to Career Services for Life® resources, including career guidance and tools. For more information, visit phoenix.edu.

About Fuel50, Inc.
Fuel50 is the Workforce Transformation Platform that helps enterprises understand, activate and evolve their talent from the inside out. Purpose-built for workforce transformation, Fuel50 provides the intelligence to see workforce capability, gaps, aspirations and internal potential — and the activation system to move employees into the roles, projects, learning, mentoring and career pathways the business needs next. With Fuel50, organizations can reinvent, redeploy, retain and reactivate talent at scale, reducing dependency on external hiring and disruptive restructuring while keeping the people who make transformation possible. Fuel50 partners with leading enterprises to build more agile, resilient and future-ready workforces. For more information, visit fuel50.com.

Phoenix Education Partners to Acquire Fuel50, Advancing the Future o...

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Navitas acknowledges the importance of examining new models and approaches to ensure Western Australia’s higher education sector remains fit for purpose and capable of meeting the changing needs of students, employers and the State’s future economy. As discussions on university reform progress, it is important that the strengths which have underpinned Western Australia’s success as an education destination are carefully considered alongside any proposed changes.

For more than three decades, Navitas has worked alongside Western Australian universities to help build the State’s reputation as a leading global education destination.

Navitas pioneered the pathway model to increase access to quality higher education, beginning with its partnership with Edith Cowan University and expanding through a second pathway college for Curtin University, as well as the operation of global campuses such as Curtin Singapore, Murdoch Dubai and ECU Sri Lanka. Through these partnerships, we have seen first-hand the value that strong, distinctive university brands bring to domestic and international students, industry and the broader Western Australian economy.

The Government has identified enhancing Western Australia’s global reputation and competitiveness as a key objective of university reform. Western Australia’s international education success has been built through a collection of universities with distinct identities, strengths and areas of excellence. Together, they have created a portfolio of globally recognised institutions that appeal to different students, industries and markets. That diversity has been a source of strength for the State and an important contributor to its international reputation.

Through our global recruitment network of more than 2,000 education agents and advisers, we understand there is no single pathway or motivation driving student choice. Students consider a wide range of factors when selecting a university, from academic reputation, graduate outcomes and industry connections, to affordability, location and student experience. Family recommendations, alumni networks, personal connections and established institutional reputations often carry significant influence.

Different universities resonate in different ways across different markets, reflecting the distinct strengths, identities and reputations they have developed over many decades. This diversity enables Western Australia to attract a broader and more diverse student population.

Diversity within the university sector is equally important for domestic students. Western Australians have different ambitions, learning preferences and life circumstances. Multiple institutions, pathways and program offerings create a range of entry points into higher education, helping ensure more students can access opportunities that align with their goals, capabilities and circumstances. Any change that is perceived to reduce choice, narrow pathways or diminish institutional differentiation should be carefully assessed against its potential impact on student participation, access and confidence.

Diversity within the university sector also benefits employers and industry. Different institutions develop different areas of expertise, research strengths, industry partnerships and graduate profiles. This gives employers access to a broader range of talent and helps ensure the higher education sector can respond to the varied workforce needs of a dynamic economy.

Those connections and perceptions are built over decades and become part of the institutional brands that students, families and employers around the world recognise and trust. These are assets that take generations to build and should not be undervalued in discussions about the future of the sector.

As discussion continues regarding potential university reform, it is important that any changes are assessed not only through the lens of scale and efficiency, but also through their impact on student choice, institutional reputation, international competitiveness and long-term value to Western Australia.

Experience elsewhere demonstrates that large-scale university mergers can be complex, costly and disruptive undertakings. They also require the creation of a new institutional proposition and identity, often replacing brands and reputations that have been built over many decades.

From an international education perspective, that transition can create uncertainty among prospective students, families, agents and industry partners who are familiar with established institutions and understand what those brands represent. Rebuilding that recognition, trust and market understanding can take considerable time and investment.

Any proposal should therefore clearly demonstrate how the expected long-term benefits outweigh the financial, operational and reputational costs of transition.

Western Australia needs a higher education sector that is globally competitive, financially sustainable and capable of delivering world-class teaching and research. It also needs a sector that preserves the diversity, reputation and institutional strengths that have helped Western Australia attract students, talent and investment from around the world for decades.

The future success of Western Australia’s university sector should not be measured by size alone. It should be measured by its ability to attract students, expand educational opportunity, support industry, advance research and strengthen Western Australia’s position as a globally competitive education destination. Navitas welcomes the opportunity to contribute to this important discussion and looks forward to engaging constructively with the Steering Committee and other stakeholders as the review progresses, with the shared objective of identifying the best long-term outcome for students, industry and the future prosperity of Western Australia.

Scott Jones, Group CEO, Navitas, said: 
“For more than 30 years, Navitas has helped connect students from around the world with Western Australian universities, giving us a unique perspective on what makes this State competitive as an education destination.

“What we consistently see is that there is no single formula for attracting students. Different students are looking for different things, and different university brands resonate in different ways across different markets.

“Students are influenced by reputation, graduate outcomes, industry connections and student experience, but also by alumni networks, family recommendations and personal connections. Those factors are built over decades and become part of trusted university brands that resonate around the world.

“Western Australia’s success has been built on a number of strong institutions with distinct identities and global reputations. That diversity creates value for students, employers and the wider community, and it is an important part of what makes the State attractive both as a study destination and as a place to invest, innovate and build careers.

“As reforms are considered, it is important to preserve the diversity, choice and international competitiveness that have helped establish Western Australia as a recognised and respected global education destination.”

Rod Jones, Founder and Chairman, Navitas, said: 
“While any Western Australian industry should always be prepared to consider new models and new ideas that have the potential to strengthen their sector and support the State’s long-term economic and social prosperity, decisions of this significance and impact must be informed by a rigorous, objective and evidence-based process that carefully assesses both the opportunities and the risks.

“The process must be independent, transparent and focused on identifying the best outcome for Western Australia as a whole with significant input from key stakeholders.

“The ultimate goal should be a higher education system that strengthens student choice, maintains diversity, expands access and opportunity, supports industry, advances research excellence and enhances Western Australia’s reputation as a globally competitive education destination.”

Navitas Response To Proposed University Reform In Western Australia...

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SCHAUMBURG, Ill.--(BUSINESS WIRE)-- Perdoceo Education Corporation (“Perdoceo” or the “Company”) (NASDAQ: PRDO), a provider of postsecondary education, today announced that it has entered into a definitive agreement to acquire 100% of the membership interests of South University Savannah, LLC (“South University” or “South”) from South University – Member, Inc. (the “Seller”). The material terms of the transaction are described in the Company’s Current Report on Form 8-K filed with the Securities and Exchange Commission today. Completion of the acquisition is subject to customary closing conditions, regulatory approvals and accreditor approvals. The Company expects to complete the acquisition as early as April 2027. Following the closing, South will operate as a for-profit institution.

Founded in 1899 in Savannah, Georgia, South University is a leading health sciences-focused institution serving students through eleven (11) campus locations across Georgia, Florida, Alabama, South Carolina, Virginia, Texas and North Carolina, and through South University Online. South is accredited by The Southern Association of Colleges and Schools Commission on Colleges (“SACSCOC”) through 2034.

Once completed, the acquisition will firmly establish Perdoceo’s graduate health sciences offerings and further extend the breadth and depth of our academic program offerings.

South’s clinical health sciences portfolio is anchored by four licensure-driven programs:

Master of Science in Physician Assistant Studies (ARC-PA);
    Master of Medical Science in Anesthesia Science, Anesthesiologist Assistant (CAAHEP / ARC-AA);
    Doctor of Pharmacy (ACPE); and
    Nursing (CCNE): Bachelor of Science in Nursing, Master of Science in Nursing and Doctor of Nursing Practice programs.

South also offers physical therapist assistant, occupational therapy assistant, public health and counseling programs.

Perdoceo intends to invest in the drivers of graduate outcomes in these programs — clinical placement capacity and preceptor networks, faculty and program leadership, simulation and instructional technology, and licensure exam preparation.

Commenting on the transaction, Todd Nelson, President and Chief Executive Officer of Perdoceo, said, “South University has spent more than a century preparing students for in-demand careers. We intend to invest in clinical capacity, academic and student support services, and transformational initiatives that we believe will further enhance student experiences and academic outcomes at South University.”

Transaction Details
    To acquire 100% ownership of South, Perdoceo expects to pay cash consideration as follows:
        Approximately $130 million - $140 million at closing after adjustments for cash, net working capital, and certain debt-like items agreed upon, in each case based on South’s balance sheet as of beginning of April 2027, as well as indebtedness and Seller transaction expenses outstanding at closing;
        $18 million of deferred consideration in installments over 24 months following closing; and
        Up to $56 million of earn-out payments tied to specified EBITDA thresholds for fiscal years 2027, 2028 and 2029.
    As contemplated by the purchase agreement, Perdoceo has purchased a buyer-side representation and warranty insurance policy, which will serve as the primary source of protection against certain risks associated with representations and warranties made by the Seller and pre-closing tax liabilities. The representation and warranty insurance policy is subject to customary conditions, exclusions and deductibles and will survive for at least three years from closing.
    The transaction has been approved by the board of directors of Perdoceo and by the board of directors of the Seller; no other board, member or stockholder approval is required.
    The transaction is not subject to financing conditions. Perdoceo plans to use cash on hand for the purchase.
    The purchase agreement may be terminated in certain specified, limited circumstances, including if the closing has not occurred by July 9, 2027.
    For the year ended December 31, 2025, South University had unaudited revenues of approximately $291 million and adjusted operating income of approximately $34.0 million, and served approximately 10,500 students during the year ended December 31, 2025. Adjusted operating income is a non-GAAP financial measure and was calculated by adding depreciation, amortization and interest to South’s net income.
    Perdoceo expects the transaction to be immediately accretive to the Company’s adjusted operating income beginning in 2027 and to provide further growth in adjusted operating income in 2028.
    The acquisition of South is consistent with Perdoceo’s balanced capital allocation strategy of acquiring quality academic institutions, while also returning capital to shareholders via dividends and share buybacks.

Affirming Outlook for Fiscal Year 2026
Perdoceo remains on track to achieve its full year adjusted operating income outlook of $258 million to $263 million, as provided in the Company’s previous quarterly earnings release, subject to the assumptions and factors set forth therein.

ABOUT PERDOCEO EDUCATION CORPORATION
Perdoceo’s accredited academic institutions offer a quality postsecondary education to a diverse student population, with fully online, campus-based and hybrid learning programs. The Company’s academic institutions – Colorado Technical University (“CTU”), the American InterContinental University System (“AIUS” or “AIU System”), and University of St. Augustine for Health Sciences ("USAHS") – provide degree programs from the associate through doctoral level as well as non-degree seeking and professional development programs. Our academic institutions offer students industry-relevant and career-focused academic programs that are designed to meet the educational needs of today’s busy adults. CTU and AIUS continue to show innovation in higher education, advancing personalized learning technologies like their intellipath® learning platform and using data analytics and technology to serve and educate students while enhancing overall learning and academic experiences. USAHS prepares medical professionals to provide quality medical care to communities across the country primarily through its graduate health sciences degree offerings in physical therapy, occupational therapy, speech language therapy and nursing, as well as continuing education programs. Perdoceo's academic institutions are committed to providing quality education that closes the gap between learners who seek to advance their careers and employers and communities needing a qualified workforce. For more information, please visit www.perdoceoed.com.

ABOUT SOUTH UNIVERSITY
South University is a private institution founded in 1899 in Savannah, Georgia, offering undergraduate, graduate and doctoral programs across health sciences, nursing, pharmacy, business, counseling, public health, and arts and sciences. South educates students through eleven (11) campus locations in Savannah and Atlanta, Georgia; Montgomery, Alabama; High Point, North Carolina; Columbia, South Carolina; Richmond and Virginia Beach, Virginia; Austin, Texas; and Orlando, Tampa and West Palm Beach, Florida, and through South University Online. South University is accredited by the SACSCOC. For more information, please visit: www.southuniversity.edu.

Perdoceo Education Corporation Signs Definitive Agreement to Acquire...

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CHICAGO--(BUSINESS WIRE)-- Newly analyzed data from Covista (NYSE: CVSA) institutions Ross University School of Medicine (RUSM) and American University of the Caribbean School of Medicine (AUC) shows that students’ MCAT scores alone do not determine their likelihood of success in medical school. Strong academic support, student services and outcomes-focused curricula can help students achieve success across MCAT score ranges.

Analysis of internal and third-party data from the Association of American Medical Colleges (AAMC) found that students at RUSM and AUC passed the United States Medical Licensing Examination® (USMLE®) Step 1 on their first attempt at rates equal to or higher than U.S. MD students who entered medical school with comparable MCAT scores.

"An MCAT score measures where a student stands on one day — not who they can become as a physician," said Dr. Heidi Chumley, chief operating officer of medical and veterinary at Covista. "When capable, motivated students are given a rigorous curriculum and genuine, individualized support, they succeed. The fact that our students achieve first-time Step 1 pass rates comparable to, and in some cases exceeding, those of U.S. MD students across most MCAT score bands demonstrates what is possible when potential is matched with opportunity."

The advantage in favor of RUSM and AUC is widest in the lower and middle MCAT bands, where the schools enroll capable and motivated students that their programs are designed to foster, and first-time pass rates for all groups converge near the top of the scale in the highest MCAT bands.

Covista attributes the outcomes to rigorous medical sciences curricula paired with structured, built-in academic support. Both institutions broaden access to medical education, welcoming students across a wider range of MCAT scores, and offering multiple pathways into MD programs. At RUSM, every student is automatically enrolled in the Pathways to Step 1, which provides personalized advising, tutoring and group USMLE question reviews, reinforced by the school's Academy for Teaching and Learning and its Road to Success study-skills series. At AUC, academic support includes a multi-format tutoring program spanning one-on-one peer tutoring, small-group collaborative sessions and large-group course review.

At both schools, students must complete the Medical Sciences curriculum and pass a school-approved comprehensive examination before they are eligible to sit for USMLE Step 1. Students who feel they could benefit from more structured studying or who fail the comprehensive exam also have the opportunity to participate in structured remediation programs to help prepare them to pass the comprehensive exam and sit for the USMLE Step 1. AUC and RUSM offer students custom-built courses that combine individualized learning plans, performance-based interventions, faculty coaching, academic success advising, and intensive board-style assessment to ensure students demonstrate readiness before progressing to the USMLE Step 1 examination.

“The healthcare workforce shortage requires us to take a more holistic look at the education landscape, and a true assessment of the many talented, motivated people who want to become physicians,” said Scott Liles, president of medical and veterinary and chief strategy and performance officer for Covista. “This data proves something that our institutions have long known: that when capable students are cultivated rather than filtered by a single MCAT score, they meet or exceed their potential and become the physicians our communities need."

The findings carry added weight for the physician workforce. Covista’s Care Capacity Monitor, a survey fielded with Gallup, found that nearly 702,000 healthcare jobs are posted every month with only 306,000 unemployed clinicians to fill them. Expanding the physician pipeline, including international medical graduates, is part of the solution.

RUSM and AUC graduates go on to compete for and secure U.S. residency positions. RUSM reported a 96% first-time residency attainment rate for its 2025–2026 graduates, and AUC reported over a 98% first-time residency attainment rate for the same period.2

1 Comparison using university and AAMC data. Data is based on students who matriculated between 2021-2023 and sat for the USMLE Step 1 as of August 2026. Not all matriculants sat for the USMLE Step 1 exam. Students must successfully matriculate, complete the Medical Sciences curriculum and pass a school approved Medical Sciences Comprehensive Exam to sit for the USMLE Step 1 exam.

2 First-time residency attainment rate is the percent of students attaining a 2026-27 residency position out of all graduates or expected graduates in 2025-26 who were active applicants in the 2026 NRMP match or who attained a residency position outside the NRMP match.

Methodology

Comparison using university and AAMC data. Data is based on students who matriculated between 2021–2023 and sat for the USMLE Step 1. Not all matriculants sat for the USMLE Step 1 exam. Students must successfully matriculate, complete the Medical Sciences curriculum, and pass a school-approved Medical Sciences Comprehensive Exam to sit for the USMLE Step 1 exam. Comparisons are made within matching MCAT score bands and reflect first-time pass rates only. AAMC source: https://www.aamc.org/media/77326/download

About Covista
Covista (NYSE: CVSA) is America's largest healthcare educator, serving 100,000 students and supported by a community of 400,000 alumni across five accredited institutions. Through personalized, tech-enabled education powered by 10,000 faculty and colleagues, Covista expands access to healthcare careers and addresses the U.S. healthcare workforce shortage at scale. Covista is the parent company of American University of the Caribbean School of Medicine, Chamberlain University, Ross University School of Medicine, Ross University School of Veterinary Medicine and Walden University. For more information, visit covista.com and follow us on LinkedIn, Instagram and YouTube.

About Ross University School of Medicine (RUSM)
Ross University School of Medicine (RUSM), a Covista (NYSE: CVSA) institution, expands access and opportunity to students on the path to becoming skilled physicians determined to make an impact in global communities. RUSM has graduated more than 16,000 alumni who practice in the U.S. and Canada. Located in Barbados, RUSM is accredited by the Caribbean Accreditation Authority for Education in Medicine and Other Health Professions. Visit medical.rossu.edu for more information, and follow on Instagram, Facebook and LinkedIn.

About American University of the Caribbean School of Medicine (AUC)
American University of the Caribbean School of Medicine (AUC), a Covista (NYSE: CVSA) institution, is committed to training tomorrow’s physicians, whose service to their communities and patients is enhanced by international learning experiences, a diverse learning community, and an emphasis on social accountability and engagement. With campuses located in Sint Maarten and the United Kingdom, AUC has more than 9,000 alumni and is accredited by the Accreditation Commission on Colleges of Medicine. Visit aucmed.edu for more information and follow on Instagram, Facebook and LinkedIn.

Media Contact
Brittany Lockard brittany.lockard@covista.com

Covista Medical Schools Students Match or Exceed U.S. MD Peers...

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OKLAHOMA CITY--Hobby Lobby Stores, Inc., today announced that it is raising its minimum full-time hourly wage to $21.00 effective October 5, 2026.

In 2009, Hobby Lobby was one of the first retailers to establish a nationwide minimum hourly wage well above the federal minimum wage, and has since raised its minimum wage fifteen times over the last eighteen years.

“A pillar of our success is taking care of our employees,” said Hobby Lobby founder and CEO, David Green. “For decades, we have closed our stores on Sundays, and at 8:00 p.m. the rest of the week, to help employees balance their work and personal lives, and have time for rest, family, and worship. We work hard to provide some of the best wages and benefits in retail, which allows us to attract and retain a great team of associates to serve our loyal customers.”

“As we head into the joyous holiday season, we are thrilled to share our success as a company with our thousands of dedicated employees,” said Green.

In addition to providing industry leading pay, Hobby Lobby also provides great benefits to eligible employees, including an outstanding medical, prescription, and dental plan, 401(k) with generous company match, flexible spending plan, long-term disability benefits, life insurance, vacation pay, sick/personal pay with annual buyback, holiday pay, chaplain services, and an employee discount.

Please visit, https://careers.hobbylobby.com/current-openings/retail-hourly for more information.

Hobby Lobby was founded in 1972 and currently operates more than 1,000 retail stores stocked with a treasure trove of over 80,000 arts, crafts, hobbies, home decor, seasonal, and custom framing products catering to those who seek to Live a Creative Life®

Please direct any media inquiries to Ashley Wilemon, ashley.wilemon@hobbylobby.com.

Hobby Lobby Raises Minimum Wage...

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The way we measure and talk about sustainability is changing. The work behind it continues.

Op-ed by Lena Julle, Chief Sustainability Officer, Inter IKEA Group

For many years, corporate sustainability was largely shaped around commitments. Companies set targets, outlining the changes they wanted to create.

We needed that focus because it helped move sustainability from the sidelines of business to the centre of strategy, informing business decisions that drove meaningful progress. It also helped create demand for the technologies and industrial capacities needed to deliver change.

Now, we are entering a different phase. Evolving frameworks and regulations, including the EU's Corporate Sustainability Reporting Directive (CSRD) and Empowering Consumers Directive, are creating stricter requirements for sustainability reporting, environmental claims and consumer information. Companies are increasingly expected to show the progress they are making against goals and provide clear evidence to support it. Consumers want information they can trust.

As leaders from business, government and civil society converged for Climate Week NYC this week, it is a timely moment to consider how businesses can meet these changing expectations.

We welcome these developments. Greater transparency and more consistent ways of measuring and substantiating progress can help build trust, create a more level playing field for businesses and support more comparable sustainability outcomes across sectors. The path ahead will not always be straightforward. Meaningful progress will require businesses, policymakers and other stakeholders to work together towards shared goals. Greater alignment and harmonised policies across markets can help companies respond.

So, what does this mean for companies in practice? For us, evolving expectations may change the way we report and communicate, but our work continues. We continue to engage with suppliers to increase the use of renewable electricity, secure high-quality, affordable recycled materials for our products, and integrate sustainability considerations into everyday business decisions across the IKEA value chain.

In a changing reporting environment, companies may need to recalibrate targets and dig deeper to ensure that communications continue to be backed up by strong substantiation. They may also choose to say less until they can demonstrate more. That should not automatically be interpreted as a retreat from their sustainability ambitions.

Because the challenges we are collectively working to address have not changed. Climate impacts are intensifying, pressures on nature and natural resources are growing, and significant social challenges persist around the world.

Sustainability continues to be an important part of the IKEA vision, business idea and values. We never lose sight of why we exist: to create a better everyday life for the many people. That is why we continue to invest in making our products more affordable and accessible, while considering people and the environment in the choices we make across our business. And our customers need information they can trust, so they can consider sustainability alongside affordability, quality and convenience when making decisions.

Trust and clarity matter to businesses as well. When expectations are clearer and more consistent, businesses can plan and invest with greater confidence. We believe that long-term focus in areas such as innovation, renewable energy, new materials and resilient value chains can help us adapt, remain competitive and be better prepared for the future.

Our focus remains on the areas where we can make a difference. Frameworks, methodologies and even targets may evolve over time, but our values stay the same.

IKEA Is Navigating Change, Staying Focused...

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ARCADIA, Wis. – Ashley Furniture Industries, LLC (Ashley) recently hosted a series of Career Day events to inspire students local to the company’s Arcadia facility about their futures and provide real-world career exposure. Nearly 100 high school students from Arcadia, Blair-Taylor, Gale-Ettrick-Trempealeau, Independence and Whitehall explored career areas across the business.

During their visit, students engaged in the areas of: Design; Distribution and Transportation; and Advanced Manufacturing and Information Technology. The groups toured Ashley’s world-class facilities and workspaces, gaining first-hand insight into the industry and met with leaders across departments, sharing their skills, job duties and experiences.

Students explored a range of opportunities during the Career Events:

Design Day: participants stepped behind the scenes in the design studio and showroom where they explored swatches, materials, and finished products while learning how Ashley design teams turn concepts into reality.

Transportation and Distribution Day: participants learned about Ashley’s advanced technology systems and expansive transportation network during their tour of the distribution center and truck shop.

Advanced Manufacturing and I.T. Day: participants gained a real-world look at modern manufacturing processes and 3D printing capabilities while exploring Ashley’s manufacturing facility, Automation Lab, and Advanced Technology Makers Center.

“Before visiting Ashley, I didn’t really know what to expect, but I was excited to get a better understanding of the industry,” stated Cayden Platteter, Student, Whitehall School District. “I liked touring the facility and learning how all the teams work together. If I get the opportunity again, I would definitely go back and I hope that more students get to experience a visit like this.”

“Career day provided a great opportunity for students to learn first-hand from designers at Ashley,” stated Jenna Irvine, Art Teacher, Whitehall School District. “During their visit they got a better understanding of the background of each designer, what they work on daily and how they started their design journey. Students enjoyed meeting with the team, touring the facility and left feeling inspired!”

Ashley is proud to continue strengthening educational partnerships that add value to students and the communities. By providing meaningful STEM (Science, Technology, Engineering, and Math) based learning experiences for K-12 and post-secondary students, the company aims to help students envision and shape their futures while exploring diverse career pathways.

—

Ashley Furniture Industries, LLC (Ashley) feels that every person deserves more value for their money. Established in 1945, Ashley is the largest manufacturer of home furnishings in the world and strives to be the most innovative and competitive home furnishings company on the planet. From design through fulfillment, Ashley is committed to delivering the world’s best home furnishing values, selection and service, and earning the loyalty and trust of its customers every day. Visit Ashley online at www.ashleyglobal.com and “like” Ashley Furniture Industries on Facebook.

Ashley Furniture Inspires Students with Facility Visits and Industry...

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RESEARCH TRIANGLE PARK, NC, and ST. LOUIS, MO  – BASF and Bunge today announced that Bunge will process InVigor Gold&#x2122; canola seed, BASF’s breakthrough canola-quality Brassica juncea hybrid. This represents a key step toward commercialization as BASF prepares for the U.S. launch in 2027.

Designed to perform in hotter, drier environments and lower-organic-matter soils, InVigor Gold canola grain meets canola-quality standards as affirmed by the Federal Grain Inspection Service (FGIS) and can be delivered directly or co-mingled with traditional black-seed canola (Brassica napus) for processing.

“Working with an industry leader like Bunge is an important step as we prepare to bring InVigor Gold to farmers doing the Biggest Job on Earth,” said Hugo Borsari, Vice President of Business Management for Seeds North America, BASF Agricultural Solutions. “InVigor Gold canola is designed to unlock new canola acres in more challenging growing environments, giving farmers another option to consider in their rotations.”

BASF introduced growers to InVigor Gold canola seed in 2025 as an innovation designed to unlock the genetic potential of canola-quality Brassica juncea. In June of this year, BASF announced InVigor Gold L322, the first hybrid in the portfolio, with initial commercial availability planned for growers in Montana, North Dakota and Washington beginning in 2027.
“We’re excited to work with BASF to support the introduction of InVigor Gold to our customers,” said Mark Riou, Bunge’s Sr. Director, Canola Trading – North America.  "As canola production expands, establishing reliable processing and market access is essential for grower confidence and long-term success. By leveraging our oilseed processing capabilities, beginning with our Warden, Washington facility, we can help create a clear pathway from farm to market while supporting the continued growth and evolution of the North American canola industry."
For more information about InVigor Gold canola seed, contact your local BASF representative or visit InVigor Gold. 
Always read and follow label directions. InVigor is a registered trademark of BASF. © 2026 BASF Agricultural Solutions US LLC. All Rights Reserved.

About BASF’s Agricultural Solutions division
Everything we do, we do for the love of farming. Farming is fundamental to provide sufficient and affordable food for a rapidly growing population, while reducing environmental impacts. That’s why we are working with partners and experts to integrate sustainability criteria into all business decisions. With €990 million in 2025, we invest in a strong R&D pipeline, and our solutions are purpose-designed for different crop systems. Connecting seeds and traits, crop protection products, digital tools and sustainability approaches, to help deliver the best possible outcomes for farmers, growers and stakeholders along the value chain. In 2025, our business generated sales of €9.6 billion. For more information, please agriculture.basf.us or our social media channels. 
 
About BASF
BASF Corporation, headquartered in Florham Park, New Jersey, is the North American affiliate of BASF SE, Ludwigshafen, Germany. BASF has more than 13,300 employees in North America and had sales of $18.1 billion in 2025. For more information about BASF’s North American operations, visit www.basf.com/us.
At BASF, we create chemistry for a sustainable future. Our ambition: We want to be the preferred chemical company to enable our customers’ green transformation. We combine economic success with environmental protection and social responsibility. Around 95,000 employees in the BASF Group contribute to the success of our customers in nearly all sectors and almost every country in the world. Our portfolio comprises, as core businesses, the segments Chemicals, Materials, Industrial Solutions, and Nutrition & Care; our standalone businesses are bundled in the segments Surface Technologies and Agricultural Solutions. BASF generated sales of around €60 billion in 2025. BASF shares are traded on the stock exchange in Frankfurt (BAS) and as American Depositary Receipts (BASFY) in the United States. Further information at www.basf.com.
 
About Bunge
At Bunge (NYSE: BG), our purpose is to connect farmers to consumers to deliver essential food, feed, and fuel to the world. As a premier agribusiness solutions provider, our dedicated employees partner with farmers across the globe to move agricultural commodities from where they’re grown to where they’re needed—in faster, smarter, and more efficient ways. We are a world leader in grain origination, storage, distribution, oilseed processing and refining, offering a broad portfolio of plant-based oils, fats, and proteins. We work alongside our customers at both ends of the value chain to deliver quality products and develop tailored, innovative solutions that address evolving consumer needs. With 200+ years of experience and presence in over 50 countries, we are committed to strengthening global food security, advancing sustainability, and helping communities prosper where we operate. Bunge has its registered office in Geneva, Switzerland, and its corporate headquarters in St. Louis, Missouri. Learn more at Bunge.com.

BASF’s InVigor Gold canola seed to be processed by Bunge, supporti...