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Sun Chemical to Showcase Narrow Web, Tag and Label Innovations at LOUPE Americas 2026
PARSIPPANY, New Jersey, Aug. 11 -- Sun Chemical, a member of DIC Group, issued the following news on Aug. 10, 2026:
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Sun Chemical to showcase Narrow Web, Tag and Label Innovations at LOUPE Americas 2026
Sun Chemical will showcase its narrow web, tag and label portfolio under the theme "Experience. Transformation." at Booth #326 at LOUPE Americas 2026, taking place September 15-17, 2026 at the Donald E. Stephens Convention Center in Chicago.
Sun Chemical's presence at LOUPE Americas highlights its continued investment in R&D and its total-solutions approach to labels and packaging. For ... Show Full Article PARSIPPANY, New Jersey, Aug. 11 -- Sun Chemical, a member of DIC Group, issued the following news on Aug. 10, 2026: * * * Sun Chemical to showcase Narrow Web, Tag and Label Innovations at LOUPE Americas 2026 Sun Chemical will showcase its narrow web, tag and label portfolio under the theme "Experience. Transformation." at Booth #326 at LOUPE Americas 2026, taking place September 15-17, 2026 at the Donald E. Stephens Convention Center in Chicago. Sun Chemical's presence at LOUPE Americas highlights its continued investment in R&D and its total-solutions approach to labels and packaging. Fornarrow web, tag and label converters, the company brings together inks, digital primers, coatings, adhesives, consumables, dispensing systems, color management and specialized technical services from a single, trusted partner with broad market expertise.
Visitors to Sun Chemical's booth can explore solutions for labels, shrink sleeves, bottle wrap labels, small format flexible packaging and other high-performance applications, with technologies designed to help converters improve productivity, enhance shelf appeal, support compliance and advance more sustainable packaging.
"LOUPE Americas 2026 gives Sun Chemical an important opportunity to show how our comprehensive portfolio for narrow web, tag and label applications helps converters print with greater confidence, increase productivity and meet evolving brand and regulatory requirements," said Dennis Sweet, Vice President NWTL, Commercial, Rycoline and Distributors, Sun Chemical. "From high-performance UV and UV LED inks to digital primers, coatings, adhesives, dispensing technology, consumables and SunColorBox color management, our solutions are designed to help customers address real production challenges, support sustainability goals and create labels and packaging that stand out. We look forward to showing visitors how they can Experience Transformation through technologies that improve press performance, strengthen color control and deliver greater operational resilience."
Visitors to Sun Chemical's booth can explore the company's most recent offerings for the narrow web, tag and label market, including:
* UV and UV LED inks include SolarFlex Max D 1.5, SolarFlex AccuFlex, SolarWave DS, SolarWave DS LM and SolarWave CRCL UV LED flexo inks. The broad portfolio provides high-density print, low odor, low migration and dual-cure performance for shrink sleeve applications and recyclable de-inkable label structures.
* Coatings include SunInspire soft-touch and special effects coatings, SunCure mono-web coatings and SunCure Premium UV coating for high-performance label, carton and commercial applications. These solutions help converters achieve differentiated visual and tactile effects, durable protection and strong converting performance.
* Adhesives include SolarLam UV laminating adhesive, which supports strong lamination performance for label and packaging applications requiring reliable bonding, durability and efficient converting.
* Shrink sleeve and primer solutions include SunCure Matte UV-curable coatings designed to provide anti-wet-look performance, protection and uniform slip properties for reverse-printed shrink sleeve labels, along with SunCure Primer for inter-film adhesion and lamination structures.
* Ink Dispensing systems include the MX12 Hybrid Dispenser and ink dispensers for water-based inks, which help converters improve accuracy, efficiency and seamless pressroom workflow, while reducing waste and cost.
* Consumables include SunClean and SunVisto products for UV and water-based ink cleaning needs. These cleaners help reduce downtime, support cleaner pressroom operations and maintain consistent performance.
* SunColorBox is a comprehensive set of tools and services that enables consistent, accurate digital color communication across the packaging supply chain. The ecosystem helps converters manage spot colors, CMYK and extended gamut workflows from design through production, streamlining approvals, improving color consistency and reducing material waste.
With a broad technical portfolio and deep application expertise, Sun Chemical helps converters navigate changing market demands across food, beverage, health, personal care, household and industrial label applications. Its innovation pipeline supports converters seeking consistent quality, reliable production and stronger performance across multiple printing platforms and end-use requirements.
To learn more about Sun Chemical's solutions for the narrow web, tag and label market, visit Sun Chemical at LOUPE Americas 2026, at Booth #326, September 15-17, 2026, at the Donald E. Stephens Convention Center in Chicago, USA, or visit Sun Chemical's NW&TL Total Solutions Page.
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About Sun Chemical
Sun Chemical, a member of the DIC Group, is a leading producer of packaging and graphic solutions, color and display technologies, functional products, electronic materials, and products for the automotive and healthcare industries. Together with DIC, Sun Chemical is continuously working to promote and develop sustainable solutions to exceed customer expectations and better the world around us. With combined annual sales of more than $7 billion and 21,000+ employees worldwide, the DIC Group companies support a diverse collection of global customers.
Sun Chemical Corporation is a subsidiary of Sun Chemical Group Cooperatief U.A., the Netherlands, and is headquartered in Parsippany, New Jersey, U.S.A. For more information, please visit our website at www.sunchemical.com or connect with us on LinkedIn, or Instagram.
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Original text here: https://www.sunchemical.com/sun-chemical-to-showcase-narrow-web-tag-and-label-innovations-at-loupe-americas-2026/
[Category: BizIndustrial Materials]
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Sun Chemical to showcase Narrow Web, Tag and Label Innovations at LOUPE Americas 2026
Sun Chemical will showcase its narrow web, tag and label portfolio under the theme "Experience. Transformation." at Booth #326 at LOUPE Americas 2026, taking place September 15-17, 2026 at the Donald E. Stephens Convention Center in Chicago.
Sun Chemical's presence at LOUPE Americas highlights its continued investment in R&D and its total-solutions approach to labels and packaging. For ... Show Full Article PARSIPPANY, New Jersey, Aug. 11 -- Sun Chemical, a member of DIC Group, issued the following news on Aug. 10, 2026: * * * Sun Chemical to showcase Narrow Web, Tag and Label Innovations at LOUPE Americas 2026 Sun Chemical will showcase its narrow web, tag and label portfolio under the theme "Experience. Transformation." at Booth #326 at LOUPE Americas 2026, taking place September 15-17, 2026 at the Donald E. Stephens Convention Center in Chicago. Sun Chemical's presence at LOUPE Americas highlights its continued investment in R&D and its total-solutions approach to labels and packaging. Fornarrow web, tag and label converters, the company brings together inks, digital primers, coatings, adhesives, consumables, dispensing systems, color management and specialized technical services from a single, trusted partner with broad market expertise.
Visitors to Sun Chemical's booth can explore solutions for labels, shrink sleeves, bottle wrap labels, small format flexible packaging and other high-performance applications, with technologies designed to help converters improve productivity, enhance shelf appeal, support compliance and advance more sustainable packaging.
"LOUPE Americas 2026 gives Sun Chemical an important opportunity to show how our comprehensive portfolio for narrow web, tag and label applications helps converters print with greater confidence, increase productivity and meet evolving brand and regulatory requirements," said Dennis Sweet, Vice President NWTL, Commercial, Rycoline and Distributors, Sun Chemical. "From high-performance UV and UV LED inks to digital primers, coatings, adhesives, dispensing technology, consumables and SunColorBox color management, our solutions are designed to help customers address real production challenges, support sustainability goals and create labels and packaging that stand out. We look forward to showing visitors how they can Experience Transformation through technologies that improve press performance, strengthen color control and deliver greater operational resilience."
Visitors to Sun Chemical's booth can explore the company's most recent offerings for the narrow web, tag and label market, including:
* UV and UV LED inks include SolarFlex Max D 1.5, SolarFlex AccuFlex, SolarWave DS, SolarWave DS LM and SolarWave CRCL UV LED flexo inks. The broad portfolio provides high-density print, low odor, low migration and dual-cure performance for shrink sleeve applications and recyclable de-inkable label structures.
* Coatings include SunInspire soft-touch and special effects coatings, SunCure mono-web coatings and SunCure Premium UV coating for high-performance label, carton and commercial applications. These solutions help converters achieve differentiated visual and tactile effects, durable protection and strong converting performance.
* Adhesives include SolarLam UV laminating adhesive, which supports strong lamination performance for label and packaging applications requiring reliable bonding, durability and efficient converting.
* Shrink sleeve and primer solutions include SunCure Matte UV-curable coatings designed to provide anti-wet-look performance, protection and uniform slip properties for reverse-printed shrink sleeve labels, along with SunCure Primer for inter-film adhesion and lamination structures.
* Ink Dispensing systems include the MX12 Hybrid Dispenser and ink dispensers for water-based inks, which help converters improve accuracy, efficiency and seamless pressroom workflow, while reducing waste and cost.
* Consumables include SunClean and SunVisto products for UV and water-based ink cleaning needs. These cleaners help reduce downtime, support cleaner pressroom operations and maintain consistent performance.
* SunColorBox is a comprehensive set of tools and services that enables consistent, accurate digital color communication across the packaging supply chain. The ecosystem helps converters manage spot colors, CMYK and extended gamut workflows from design through production, streamlining approvals, improving color consistency and reducing material waste.
With a broad technical portfolio and deep application expertise, Sun Chemical helps converters navigate changing market demands across food, beverage, health, personal care, household and industrial label applications. Its innovation pipeline supports converters seeking consistent quality, reliable production and stronger performance across multiple printing platforms and end-use requirements.
To learn more about Sun Chemical's solutions for the narrow web, tag and label market, visit Sun Chemical at LOUPE Americas 2026, at Booth #326, September 15-17, 2026, at the Donald E. Stephens Convention Center in Chicago, USA, or visit Sun Chemical's NW&TL Total Solutions Page.
* * *
About Sun Chemical
Sun Chemical, a member of the DIC Group, is a leading producer of packaging and graphic solutions, color and display technologies, functional products, electronic materials, and products for the automotive and healthcare industries. Together with DIC, Sun Chemical is continuously working to promote and develop sustainable solutions to exceed customer expectations and better the world around us. With combined annual sales of more than $7 billion and 21,000+ employees worldwide, the DIC Group companies support a diverse collection of global customers.
Sun Chemical Corporation is a subsidiary of Sun Chemical Group Cooperatief U.A., the Netherlands, and is headquartered in Parsippany, New Jersey, U.S.A. For more information, please visit our website at www.sunchemical.com or connect with us on LinkedIn, or Instagram.
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Original text here: https://www.sunchemical.com/sun-chemical-to-showcase-narrow-web-tag-and-label-innovations-at-loupe-americas-2026/
[Category: BizIndustrial Materials]
Littler Issues Commentary: Works Council in Germany - Same Old Questions?
SAN FRANCISCO, California, Aug. 11 -- Littler, a law firm, issued the following commentary on Aug. 10, 2026, by senior associate Ruben Plambeck:
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New Works Council in Germany - Same Old Questions?
At a Glance
* In Germany, a works council is an elected group of employees that represents the workforce at the local/business level.
* Regular works council elections are held every four years.
* Companies in which new members have been elected will likely need to address fundamental issues of works council work, such as training, release from work duties and remuneration.
The regular works ... Show Full Article SAN FRANCISCO, California, Aug. 11 -- Littler, a law firm, issued the following commentary on Aug. 10, 2026, by senior associate Ruben Plambeck: * * * New Works Council in Germany - Same Old Questions? At a Glance * In Germany, a works council is an elected group of employees that represents the workforce at the local/business level. * Regular works council elections are held every four years. * Companies in which new members have been elected will likely need to address fundamental issues of works council work, such as training, release from work duties and remuneration. The regular workscouncil elections, which are held every four years in Germany, have been completed. New bodies have been constituted or are still in the process of being formed. They will include many familiar faces, but certainly also a number of "newcomers." In many establishments, the new body will continue its work seamlessly. In other cases, the new election will bring about noticeable changes.
Especially at the beginning of a term of office, clear and open communication on the employer's part is critical and lays the foundation for cooperation based on mutual trust. Employers that identify the newly elected body's concerns and pain points for the upcoming term at an early stage will, in our experience, face significantly fewer surprises in the months ahead. At the same time, it is advisable to establish processes and dates for cooperation early on and to communicate the employer's expectations of the body.
In addition to the first steps toward substantive cooperation, establishments in which new members have been elected to the works council will, over the coming weeks, likely need to address fundamental issues of works council work, such as training, release from work duties and remuneration. To help make the start easier, this article answers recurring legal questions.
Topic: Release from Work Duties
Serving on a works council is an honorary office. This often gives rise to misunderstandings -- on both the employer and the works council side. Not every member of the body spends the entire day on works council work. When determining when and how works council work is performed, it is important to distinguish between works council members who are released from work duties and those who are not.
What does it actually mean when works council members are "released from work duties"?
A release from work duties within the meaning of Section 38 of the Works Constitution Act (BetrVG) means that the works council member no longer performs their actual contractual duties, but instead devotes themself exclusively to works council work -- effectively working "full time" as a works council member (subject to the exception of partial release discussed below). By contrast, works council members who are not released from work duties continue to perform their regular contractual duties and carry out works council work when it arises.
How many works council members must the employer release from work duties?
The number of works council members to be released from work duties for purposes of works council work is determined by statute. Section 38 BetrVG provides for the following thresholds:
Number of employees in the establishment ... Number of works council members released from work duties
200 to 500 ... 1
501 to 900 ... 2
901 to 1,500 ... 3
1,501 to 2,000 ... 4
2,001 to 3,000 ... 5
3,001 to 4,000 ... 6
4,001 to 5,000 ... 7
5,001 to 6,000 ... 8
6,001 to 7,000 ... 9
7,001 to 8,000 ... 10
8,001 to 9,000 ... 11
9,001 to 10,000 ... 12
In individual cases, a higher number of releases may be necessary if required for the proper performance of the works council's duties. The decision on this, however, is not made by the works council; the employer must consent to any additional releases. If there are disagreements as to whether further releases are required, these must be resolved in labor court resolution proceedings.
Who decides which members are released from work duties?
The works council elects the members to be released from work among its own members by secret ballot. This will often be the chair of the works council, although this is not required by law.
Before electing the members to be released from work duties, the works council must consult with the employer regarding the releases. The employer may raise concerns on operational grounds against the release of specific members. However, the employer has no influence over the proposed releases or the election. If the employer considers a release to be objectively unjustifiable, it may refer the matter to the conciliation committee within two weeks after the election result has been announced. If it does not do so, its consent to the election is deemed to have been given.
Can the works council split releases?
Yes. The works council may split releases. For example, it may divide one full release into two partial releases; the works council members then "share" one release. They are released from work duties for a defined number of hours. The partial releases may not exceed the total number of full releases resulting from the statutory provision. The works council must decide on partial releases before electing the members to be released. The works council must also consult with the employer on this point. If the employer considers a partial release to be objectively unjustifiable, it may refer the matter to the conciliation committee.
May the employer voluntarily release more members from work duties on a full-time basis than required by law?
Voluntary releases exceeding the statutory thresholds are possible if they are required for the proper performance of the works council's duties. Even if an additional release may be viewed as a goodwill gesture by the employer toward the works council, caution is warranted: an unjustified release of additional works council members may constitute unlawful preferential treatment of works council members under Section 78(2) BetrVG and, in certain circumstances, may even carry criminal liability. In practice, releases above the statutory minimum are rather rare.
When do works council members who are not permanently released from work duties perform works council work? Must they inform the employer?
Works council members who are not permanently released from work duties generally perform their works council duties during working time. The amount of working time that a member may and/or must spend on works council activities cannot be determined in the abstract. The applicable standard is necessity in the individual case.
Before performing works council activities, the works council member must notify the employer of their absence, stating the anticipated duration and location of the absence -- for example, by email to the supervisor. When the works council member resumes work, they must also notify the employer. If the works council member breaches this duty to notify the employer when leaving and returning, this constitutes a breach of contractual obligations for which the employer may issue a warning.
If it is necessary for works council work to be performed outside the works council member's regular working hours, the works council member must be granted compensatory time off within one month. To enable compensatory time off, the works council member must inform the employer about the works council activities performed outside working hours and their scope. The works council member may not take compensatory time off unilaterally.
May the employer ask what exactly the works council member is doing for the works council?
When the works council member notifies the employer that they will be absent for works council work, the member is not required to state the reasons for, or the nature of, the works council work. If the employer has doubts as to whether the works council activity performed was necessary, it may subsequently request brief information from the works council member on the nature of the activity performed, sufficient at least to enable the employer to conduct a plausibility review.
Topic: Trainings
The first requests employers receive from the newly elected body often concern approval and assumption of costs for trainings for works council members. Employers frequently view this critically, as costs arise before the first substantive issues can be addressed jointly. However, well-trained works councils that understand the nature and scope of their participation rights and the relevant employment-law context can substantially ease the employer's work.
What training can the works council claim?
The works council may require the employer to release members from work duties to attend trainings if the training content is necessary for works council work. Where prior knowledge is lacking, works council members must therefore be granted training on the fundamentals of works constitution law and general employment law. If a member has already participated in such training during an ongoing term of office, however, there is no general entitlement to repeat or refresher training.
Training on specialized topics may also be necessary for the performance of works council duties. In such cases, it is generally sufficient for individual members of the body to receive the training. Whether training on a particular topic is necessary for the proper performance of works council work must be assessed on a case-by-case basis, in particular by reference to the issues currently pending in the establishment.
May the employer refer the works council to online training?
The works council is obliged to burden the employer only with costs it may reasonably consider appropriate. When assessing necessity, the works council must take into account the operational circumstances and the financial burden imposed on the employer by attendance at the training, and must ensure that the purpose of the training is proportionate to the costs. Training costs are not necessary if the works council can reasonably acquire comparable knowledge in another, less costly manner. From these principles, however, the labor courts do not derive any blanket priority of online training over in-person training. It must be reviewed carefully in each individual case whether the generally less expensive online training provides comparable knowledge. The works council's margin of assessment is, however, broad.
Topic: Remuneration of Works Council Members
A much-discussed and sensitive area is the remuneration of works council members. Companies should pay close attention to this issue -- irrespective of whether the works council is composed of newly elected members or familiar faces. High-profile criminal proceedings involving preferential treatment of works council members in the area of remuneration have highlighted the particular sensitivity of this subject in recent years.
How are released works council members to be remunerated?
The statutory rules governing the remuneration of works council members are very strict. Serving on a works council is an honorary office and is performed without separate remuneration. Remuneration relates solely to the contractual work owed by the works council member. Any preferential treatment or disadvantage on account of the office is prohibited and may even be subject to criminal liability.
The works council member must continue to receive the remuneration they would have received had they not performed works council duties but instead continued to perform the contractual work owed. This is known as the loss-of-earnings principle (Lohnausfallprinzip). In addition to base remuneration, the works council member must receive all special payments, premiums and allowances to which they would be entitled absent release from work duties or time off from work.
The BetrVG further provides that the remuneration of works council members may not be set lower than that of comparable employees with typical career progression within the establishment (Section 37(4) sentence 1 BetrVG). In other words, during their term of office works council members benefit from salary increases received by comparable employees. The comparison group comprises employees who, at the time the works council member assumed office, performed work that was essentially equivalent in terms of qualifications. It is advisable to establish and document comparison groups for newly elected works council members at the very beginning of the term of office. Particularly where a works council member has served on the works council for a long period, the question regularly arises how that member's remuneration would have developed over the years. For this purpose, it must be possible to reconstruct the works council member's hypothetical career progression.
What options for action does the employer have?
The BetrVG permits employers and works councils to conclude a works agreement governing the procedure for determining comparable employees, i.e., the formation of comparison groups. The operating parties may therefore set parameters for the recurring question of comparability. If comparability is specified in a works agreement, a labor court may review that determination in the event of a dispute only for manifest error. By contrast, a works agreement may not regulate the specific amount of remuneration payable to works council members.
Topic: Future of Works Agreements and Composition of the Central Works Council and Group Works Council
What happens to the "old" works agreements concluded between the employer and the previous body?
Works agreements concluded by the previous works council with the employer remain valid and continue to apply. The same applies to resolutions of the works council that have external effect, such as consent to a contemplated dismissal. The position is different, for example, with respect to the internal rules of procedure of the previous works council. These cease to apply upon the new election.
What happens to the composition of the combine works council (Konzernbetriebsrat) and the central works council (Gesamtbetriebsrat)?
The central works council and the combine works council are standing bodies. They continue to exist beyond the election periods of the individual works councils. Employees of the establishment do not elect the members of the central and/or combine works council. This is solely the responsibility of the local works councils. Following the election, the members to be delegated to the central and/or combine works council must be newly determined. Delegation to the respective bodies is carried out by resolution of the works council. The works council may resolve that the members to be delegated are to be determined internally by election.
Topic: Return of Former Works Council Members Released from Work Duties to Their Regular Job
Almost every works council election involves changes in the body's personnel composition. Where works council members who were previously released from work duties are no longer elected to the body or no longer receive a release and therefore return to regular work, this presents challenges for both the employer and the former works council member -- particularly where the former works council member has not performed his or her actual job duties for a long period of time.
In what position must former works council members whose release from work duties ends be employed?
When a works council member's release from work duties ends -- either because they were not re-elected to the works council at all or because other members were elected for release -- the former works council member returns to their position. They must be employed in a position corresponding to the current position of an employee in their comparison group. The former member must be treated as if they had undergone the typical career progression within the establishment without the release, including any promotions or higher classifications granted to comparable colleagues. This applies only to the extent that the former works council member possesses the qualifications required for the professional advancement. Within one year after the end of the release from work duties, the former works council member must, to the extent possible within the establishment, be given the opportunity to make up typical career development within the establishment that was missed due to the release.
What if no such position is available?
The employer may refuse to assign equivalent work if compelling operational reasons prevent it. Such a compelling reason may exist, for example, if no corresponding vacant position is available. The former works council member cannot require the employer to create an equivalent position or to dismiss another employee in order to make a position available for them.
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Authors
Ruben Plambeck
Senior Associate
Dusseldorf
rplambeck@littler.com
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Original text here: https://www.littler.com/news-analysis/asap/new-works-council-germany-same-old-questions
[Category: BizLaw/Legal]
* * *
New Works Council in Germany - Same Old Questions?
At a Glance
* In Germany, a works council is an elected group of employees that represents the workforce at the local/business level.
* Regular works council elections are held every four years.
* Companies in which new members have been elected will likely need to address fundamental issues of works council work, such as training, release from work duties and remuneration.
The regular works ... Show Full Article SAN FRANCISCO, California, Aug. 11 -- Littler, a law firm, issued the following commentary on Aug. 10, 2026, by senior associate Ruben Plambeck: * * * New Works Council in Germany - Same Old Questions? At a Glance * In Germany, a works council is an elected group of employees that represents the workforce at the local/business level. * Regular works council elections are held every four years. * Companies in which new members have been elected will likely need to address fundamental issues of works council work, such as training, release from work duties and remuneration. The regular workscouncil elections, which are held every four years in Germany, have been completed. New bodies have been constituted or are still in the process of being formed. They will include many familiar faces, but certainly also a number of "newcomers." In many establishments, the new body will continue its work seamlessly. In other cases, the new election will bring about noticeable changes.
Especially at the beginning of a term of office, clear and open communication on the employer's part is critical and lays the foundation for cooperation based on mutual trust. Employers that identify the newly elected body's concerns and pain points for the upcoming term at an early stage will, in our experience, face significantly fewer surprises in the months ahead. At the same time, it is advisable to establish processes and dates for cooperation early on and to communicate the employer's expectations of the body.
In addition to the first steps toward substantive cooperation, establishments in which new members have been elected to the works council will, over the coming weeks, likely need to address fundamental issues of works council work, such as training, release from work duties and remuneration. To help make the start easier, this article answers recurring legal questions.
Topic: Release from Work Duties
Serving on a works council is an honorary office. This often gives rise to misunderstandings -- on both the employer and the works council side. Not every member of the body spends the entire day on works council work. When determining when and how works council work is performed, it is important to distinguish between works council members who are released from work duties and those who are not.
What does it actually mean when works council members are "released from work duties"?
A release from work duties within the meaning of Section 38 of the Works Constitution Act (BetrVG) means that the works council member no longer performs their actual contractual duties, but instead devotes themself exclusively to works council work -- effectively working "full time" as a works council member (subject to the exception of partial release discussed below). By contrast, works council members who are not released from work duties continue to perform their regular contractual duties and carry out works council work when it arises.
How many works council members must the employer release from work duties?
The number of works council members to be released from work duties for purposes of works council work is determined by statute. Section 38 BetrVG provides for the following thresholds:
Number of employees in the establishment ... Number of works council members released from work duties
200 to 500 ... 1
501 to 900 ... 2
901 to 1,500 ... 3
1,501 to 2,000 ... 4
2,001 to 3,000 ... 5
3,001 to 4,000 ... 6
4,001 to 5,000 ... 7
5,001 to 6,000 ... 8
6,001 to 7,000 ... 9
7,001 to 8,000 ... 10
8,001 to 9,000 ... 11
9,001 to 10,000 ... 12
In individual cases, a higher number of releases may be necessary if required for the proper performance of the works council's duties. The decision on this, however, is not made by the works council; the employer must consent to any additional releases. If there are disagreements as to whether further releases are required, these must be resolved in labor court resolution proceedings.
Who decides which members are released from work duties?
The works council elects the members to be released from work among its own members by secret ballot. This will often be the chair of the works council, although this is not required by law.
Before electing the members to be released from work duties, the works council must consult with the employer regarding the releases. The employer may raise concerns on operational grounds against the release of specific members. However, the employer has no influence over the proposed releases or the election. If the employer considers a release to be objectively unjustifiable, it may refer the matter to the conciliation committee within two weeks after the election result has been announced. If it does not do so, its consent to the election is deemed to have been given.
Can the works council split releases?
Yes. The works council may split releases. For example, it may divide one full release into two partial releases; the works council members then "share" one release. They are released from work duties for a defined number of hours. The partial releases may not exceed the total number of full releases resulting from the statutory provision. The works council must decide on partial releases before electing the members to be released. The works council must also consult with the employer on this point. If the employer considers a partial release to be objectively unjustifiable, it may refer the matter to the conciliation committee.
May the employer voluntarily release more members from work duties on a full-time basis than required by law?
Voluntary releases exceeding the statutory thresholds are possible if they are required for the proper performance of the works council's duties. Even if an additional release may be viewed as a goodwill gesture by the employer toward the works council, caution is warranted: an unjustified release of additional works council members may constitute unlawful preferential treatment of works council members under Section 78(2) BetrVG and, in certain circumstances, may even carry criminal liability. In practice, releases above the statutory minimum are rather rare.
When do works council members who are not permanently released from work duties perform works council work? Must they inform the employer?
Works council members who are not permanently released from work duties generally perform their works council duties during working time. The amount of working time that a member may and/or must spend on works council activities cannot be determined in the abstract. The applicable standard is necessity in the individual case.
Before performing works council activities, the works council member must notify the employer of their absence, stating the anticipated duration and location of the absence -- for example, by email to the supervisor. When the works council member resumes work, they must also notify the employer. If the works council member breaches this duty to notify the employer when leaving and returning, this constitutes a breach of contractual obligations for which the employer may issue a warning.
If it is necessary for works council work to be performed outside the works council member's regular working hours, the works council member must be granted compensatory time off within one month. To enable compensatory time off, the works council member must inform the employer about the works council activities performed outside working hours and their scope. The works council member may not take compensatory time off unilaterally.
May the employer ask what exactly the works council member is doing for the works council?
When the works council member notifies the employer that they will be absent for works council work, the member is not required to state the reasons for, or the nature of, the works council work. If the employer has doubts as to whether the works council activity performed was necessary, it may subsequently request brief information from the works council member on the nature of the activity performed, sufficient at least to enable the employer to conduct a plausibility review.
Topic: Trainings
The first requests employers receive from the newly elected body often concern approval and assumption of costs for trainings for works council members. Employers frequently view this critically, as costs arise before the first substantive issues can be addressed jointly. However, well-trained works councils that understand the nature and scope of their participation rights and the relevant employment-law context can substantially ease the employer's work.
What training can the works council claim?
The works council may require the employer to release members from work duties to attend trainings if the training content is necessary for works council work. Where prior knowledge is lacking, works council members must therefore be granted training on the fundamentals of works constitution law and general employment law. If a member has already participated in such training during an ongoing term of office, however, there is no general entitlement to repeat or refresher training.
Training on specialized topics may also be necessary for the performance of works council duties. In such cases, it is generally sufficient for individual members of the body to receive the training. Whether training on a particular topic is necessary for the proper performance of works council work must be assessed on a case-by-case basis, in particular by reference to the issues currently pending in the establishment.
May the employer refer the works council to online training?
The works council is obliged to burden the employer only with costs it may reasonably consider appropriate. When assessing necessity, the works council must take into account the operational circumstances and the financial burden imposed on the employer by attendance at the training, and must ensure that the purpose of the training is proportionate to the costs. Training costs are not necessary if the works council can reasonably acquire comparable knowledge in another, less costly manner. From these principles, however, the labor courts do not derive any blanket priority of online training over in-person training. It must be reviewed carefully in each individual case whether the generally less expensive online training provides comparable knowledge. The works council's margin of assessment is, however, broad.
Topic: Remuneration of Works Council Members
A much-discussed and sensitive area is the remuneration of works council members. Companies should pay close attention to this issue -- irrespective of whether the works council is composed of newly elected members or familiar faces. High-profile criminal proceedings involving preferential treatment of works council members in the area of remuneration have highlighted the particular sensitivity of this subject in recent years.
How are released works council members to be remunerated?
The statutory rules governing the remuneration of works council members are very strict. Serving on a works council is an honorary office and is performed without separate remuneration. Remuneration relates solely to the contractual work owed by the works council member. Any preferential treatment or disadvantage on account of the office is prohibited and may even be subject to criminal liability.
The works council member must continue to receive the remuneration they would have received had they not performed works council duties but instead continued to perform the contractual work owed. This is known as the loss-of-earnings principle (Lohnausfallprinzip). In addition to base remuneration, the works council member must receive all special payments, premiums and allowances to which they would be entitled absent release from work duties or time off from work.
The BetrVG further provides that the remuneration of works council members may not be set lower than that of comparable employees with typical career progression within the establishment (Section 37(4) sentence 1 BetrVG). In other words, during their term of office works council members benefit from salary increases received by comparable employees. The comparison group comprises employees who, at the time the works council member assumed office, performed work that was essentially equivalent in terms of qualifications. It is advisable to establish and document comparison groups for newly elected works council members at the very beginning of the term of office. Particularly where a works council member has served on the works council for a long period, the question regularly arises how that member's remuneration would have developed over the years. For this purpose, it must be possible to reconstruct the works council member's hypothetical career progression.
What options for action does the employer have?
The BetrVG permits employers and works councils to conclude a works agreement governing the procedure for determining comparable employees, i.e., the formation of comparison groups. The operating parties may therefore set parameters for the recurring question of comparability. If comparability is specified in a works agreement, a labor court may review that determination in the event of a dispute only for manifest error. By contrast, a works agreement may not regulate the specific amount of remuneration payable to works council members.
Topic: Future of Works Agreements and Composition of the Central Works Council and Group Works Council
What happens to the "old" works agreements concluded between the employer and the previous body?
Works agreements concluded by the previous works council with the employer remain valid and continue to apply. The same applies to resolutions of the works council that have external effect, such as consent to a contemplated dismissal. The position is different, for example, with respect to the internal rules of procedure of the previous works council. These cease to apply upon the new election.
What happens to the composition of the combine works council (Konzernbetriebsrat) and the central works council (Gesamtbetriebsrat)?
The central works council and the combine works council are standing bodies. They continue to exist beyond the election periods of the individual works councils. Employees of the establishment do not elect the members of the central and/or combine works council. This is solely the responsibility of the local works councils. Following the election, the members to be delegated to the central and/or combine works council must be newly determined. Delegation to the respective bodies is carried out by resolution of the works council. The works council may resolve that the members to be delegated are to be determined internally by election.
Topic: Return of Former Works Council Members Released from Work Duties to Their Regular Job
Almost every works council election involves changes in the body's personnel composition. Where works council members who were previously released from work duties are no longer elected to the body or no longer receive a release and therefore return to regular work, this presents challenges for both the employer and the former works council member -- particularly where the former works council member has not performed his or her actual job duties for a long period of time.
In what position must former works council members whose release from work duties ends be employed?
When a works council member's release from work duties ends -- either because they were not re-elected to the works council at all or because other members were elected for release -- the former works council member returns to their position. They must be employed in a position corresponding to the current position of an employee in their comparison group. The former member must be treated as if they had undergone the typical career progression within the establishment without the release, including any promotions or higher classifications granted to comparable colleagues. This applies only to the extent that the former works council member possesses the qualifications required for the professional advancement. Within one year after the end of the release from work duties, the former works council member must, to the extent possible within the establishment, be given the opportunity to make up typical career development within the establishment that was missed due to the release.
What if no such position is available?
The employer may refuse to assign equivalent work if compelling operational reasons prevent it. Such a compelling reason may exist, for example, if no corresponding vacant position is available. The former works council member cannot require the employer to create an equivalent position or to dismiss another employee in order to make a position available for them.
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Authors
Ruben Plambeck
Senior Associate
Dusseldorf
rplambeck@littler.com
* * *
Original text here: https://www.littler.com/news-analysis/asap/new-works-council-germany-same-old-questions
[Category: BizLaw/Legal]
Gartner Forecasts Worldwide AI-Optimized IaaS Spending to Grow 96% Through 2026
STAMFORD, Connecticut, Aug. 11 (TNSrep) -- Gartner, an information technology research and advisory company, issued the following news release:
* * *
Gartner Forecasts Worldwide AI-Optimized IaaS Spending to Grow 96% Through 2026
Overview
* Inference-Driven AI Infrastructure Spending to Grow 55% in 2026
* AI-Optimized IaaS Spending to Increase 56.5% in 2027
-
Worldwide AI-optimized infrastructure as a service (IaaS) spending is projected to grow 96% through 2026, reaching $42 billion, according to Gartner, Inc., a business and technology insights company.
"This growth is driven by continued ... Show Full Article STAMFORD, Connecticut, Aug. 11 (TNSrep) -- Gartner, an information technology research and advisory company, issued the following news release: * * * Gartner Forecasts Worldwide AI-Optimized IaaS Spending to Grow 96% Through 2026 Overview * Inference-Driven AI Infrastructure Spending to Grow 55% in 2026 * AI-Optimized IaaS Spending to Increase 56.5% in 2027 - Worldwide AI-optimized infrastructure as a service (IaaS) spending is projected to grow 96% through 2026, reaching $42 billion, according to Gartner, Inc., a business and technology insights company. "This growth is driven by continueddemand for infrastructure to support large language model (LLM) training and the rapid operationalization of AI across enterprise applications and workflows," said Hardeep Singh, Sr Principal Research Analyst at Gartner.
The market is forecast to sustain high growth and reach $66 billion in 2027 (see Table 1).
* * *
Table 1: Spending on Infrastructure as a Service, Worldwide, 2025-2027 (Millions of Dollars)
* * *
Inference Workload Spending to Surpass Training Spending in 2026
The rise of agentic AI amplifies compute intensity through multistep, autonomous execution, making inference the dominant consumption model and positioning AI-optimized IaaS as a critical enabler of enterprise AI strategies.
"As organizations shift from model development to production-scale deployment, fine-tuned and domain-specific models (DSMs) are increasingly integrated into customer-facing and operational systems, requiring continuous, real-time execution rather than periodic training," said Singh. "This shift is accelerating the cloud consumption patterns and creating sustained demand for AI-optimized infrastructure."
In 2026, global spending on inference ($23.3 billion) will surpass that of training ($19 billion). Fifty-five percent of AI-optimized IaaS spending is forecast to support inference in 2026 and is set to reach 59% in 2027. The growing share of inference workloads is expected to reshape cloud investment priorities.
* * *
Additional Insights Available
Gartner clients can read more in Forecast Analysis: AI-Optimized IaaS, Worldwide, 2026 (https://www.gartner.com/document-reader/document/8114297).
* * *
Gartner is the World Authority on AI
Gartner is the indispensable partner to C-Level executives and technology providers as they implement AI strategies to achieve their mission-critical priorities. The independence and objectivity of Gartner insights provide clients with the confidence to make informed decisions and unlock the full potential of AI. Clients across the C-Level are using Gartner's proprietary AskGartner AI tool to determine how to leverage AI in their business. With more than 2,500 business and technology experts, 6,000 written insights, as well as more than 4,000 AI use cases and case studies, Gartner is the world authority on AI. More information can be found here.
* * *
Gartner IT Symposium/Xpo
Additional AI trends will be discussed during Gartner IT Symposium/Xpo, the world's most important conference for CIOs and other IT executives. Gartner analysts and attendees will explore how to become agents of change in their organizations and harness AI for successful digital transformation. Follow news and updates from the conferences on X and LinkedIn using #GartnerSYM, and on the Gartner Newsroom.
Upcoming dates and locations for Gartner IT Symposium/Xpo include:
September 14-16, 2026 | Gold Coast, Australia
October 19-22, 2026 | Orlando, FL
November 4-6, 2026 | Yokohama, Japan
November 9-12, 2026 | Barcelona, Spain
November 16-18, 2026 | Kochi, India
About Gartner for High Tech Leaders and Providers
Gartner for High Tech Leaders and Providers equips tech leaders and their teams with role-based best practices, industry insights and strategic views into emerging trends and market changes to achieve their mission-critical priorities and build the successful organizations of tomorrow. Additional information is available at www.gartner.com/en/industries/high-tech.
Follow news and updates from Gartner for High Tech on X and LinkedIn using #GartnerHT. Visit the Gartner Newsroom for more information and insights.
* * *
Original text here: https://www.gartner.com/en/newsroom/press-releases/2026-08-10-gartner-forecasts-worldwide-artificial-intelligence-optimized-iaas-spending-to-grow-96-percent-in-2026
[Category: BizConsulting]
* * *
Gartner Forecasts Worldwide AI-Optimized IaaS Spending to Grow 96% Through 2026
Overview
* Inference-Driven AI Infrastructure Spending to Grow 55% in 2026
* AI-Optimized IaaS Spending to Increase 56.5% in 2027
-
Worldwide AI-optimized infrastructure as a service (IaaS) spending is projected to grow 96% through 2026, reaching $42 billion, according to Gartner, Inc., a business and technology insights company.
"This growth is driven by continued ... Show Full Article STAMFORD, Connecticut, Aug. 11 (TNSrep) -- Gartner, an information technology research and advisory company, issued the following news release: * * * Gartner Forecasts Worldwide AI-Optimized IaaS Spending to Grow 96% Through 2026 Overview * Inference-Driven AI Infrastructure Spending to Grow 55% in 2026 * AI-Optimized IaaS Spending to Increase 56.5% in 2027 - Worldwide AI-optimized infrastructure as a service (IaaS) spending is projected to grow 96% through 2026, reaching $42 billion, according to Gartner, Inc., a business and technology insights company. "This growth is driven by continueddemand for infrastructure to support large language model (LLM) training and the rapid operationalization of AI across enterprise applications and workflows," said Hardeep Singh, Sr Principal Research Analyst at Gartner.
The market is forecast to sustain high growth and reach $66 billion in 2027 (see Table 1).
* * *
Table 1: Spending on Infrastructure as a Service, Worldwide, 2025-2027 (Millions of Dollars)
* * *
Inference Workload Spending to Surpass Training Spending in 2026
The rise of agentic AI amplifies compute intensity through multistep, autonomous execution, making inference the dominant consumption model and positioning AI-optimized IaaS as a critical enabler of enterprise AI strategies.
"As organizations shift from model development to production-scale deployment, fine-tuned and domain-specific models (DSMs) are increasingly integrated into customer-facing and operational systems, requiring continuous, real-time execution rather than periodic training," said Singh. "This shift is accelerating the cloud consumption patterns and creating sustained demand for AI-optimized infrastructure."
In 2026, global spending on inference ($23.3 billion) will surpass that of training ($19 billion). Fifty-five percent of AI-optimized IaaS spending is forecast to support inference in 2026 and is set to reach 59% in 2027. The growing share of inference workloads is expected to reshape cloud investment priorities.
* * *
Additional Insights Available
Gartner clients can read more in Forecast Analysis: AI-Optimized IaaS, Worldwide, 2026 (https://www.gartner.com/document-reader/document/8114297).
* * *
Gartner is the World Authority on AI
Gartner is the indispensable partner to C-Level executives and technology providers as they implement AI strategies to achieve their mission-critical priorities. The independence and objectivity of Gartner insights provide clients with the confidence to make informed decisions and unlock the full potential of AI. Clients across the C-Level are using Gartner's proprietary AskGartner AI tool to determine how to leverage AI in their business. With more than 2,500 business and technology experts, 6,000 written insights, as well as more than 4,000 AI use cases and case studies, Gartner is the world authority on AI. More information can be found here.
* * *
Gartner IT Symposium/Xpo
Additional AI trends will be discussed during Gartner IT Symposium/Xpo, the world's most important conference for CIOs and other IT executives. Gartner analysts and attendees will explore how to become agents of change in their organizations and harness AI for successful digital transformation. Follow news and updates from the conferences on X and LinkedIn using #GartnerSYM, and on the Gartner Newsroom.
Upcoming dates and locations for Gartner IT Symposium/Xpo include:
September 14-16, 2026 | Gold Coast, Australia
October 19-22, 2026 | Orlando, FL
November 4-6, 2026 | Yokohama, Japan
November 9-12, 2026 | Barcelona, Spain
November 16-18, 2026 | Kochi, India
About Gartner for High Tech Leaders and Providers
Gartner for High Tech Leaders and Providers equips tech leaders and their teams with role-based best practices, industry insights and strategic views into emerging trends and market changes to achieve their mission-critical priorities and build the successful organizations of tomorrow. Additional information is available at www.gartner.com/en/industries/high-tech.
Follow news and updates from Gartner for High Tech on X and LinkedIn using #GartnerHT. Visit the Gartner Newsroom for more information and insights.
* * *
Original text here: https://www.gartner.com/en/newsroom/press-releases/2026-08-10-gartner-forecasts-worldwide-artificial-intelligence-optimized-iaas-spending-to-grow-96-percent-in-2026
[Category: BizConsulting]
First Mid Bank & Trust Explains Why Buying a Home is Smarter Than Renting
MATTOON, Illinois, Aug. 11 -- First Mid Bank and Trust issued the following news release:
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First Mid Bank & Trust Explains Why Buying a Home is Smarter Than Renting
Expert insight on building equity, creating long-term wealth, and making the most of homeownership
-
With rising housing costs and evolving market conditions often creating confusion and uncertainty, First Mid Bank & Trust (First Mid) believes homeownership continues to be one of the strongest ways to build long-term wealth and financial stability.
While people often choose to rent a home due to lower upfront costs and perceived ... Show Full Article MATTOON, Illinois, Aug. 11 -- First Mid Bank and Trust issued the following news release: * * * First Mid Bank & Trust Explains Why Buying a Home is Smarter Than Renting Expert insight on building equity, creating long-term wealth, and making the most of homeownership - With rising housing costs and evolving market conditions often creating confusion and uncertainty, First Mid Bank & Trust (First Mid) believes homeownership continues to be one of the strongest ways to build long-term wealth and financial stability. While people often choose to rent a home due to lower upfront costs and perceivedaffordability, Erica Pallardy, Mortgage Loan Officer at First Mid, shares that many renters could instead own a home and make mortgage payments that are equivalent to or even lower than their monthly rent payments. Over time, those payments contribute toward building equity, an asset that can provide financial flexibility and support future goals.
"Although buying a home may look different today than it did 20 years ago, homeownership is still one of the best investments people can make," said Pallardy. "Owning a home allows you to build equity over time instead of paying toward someone else's investment through rent. That equity can become a valuable financial resource for future goals."
Beyond building long-term wealth, home equity can also provide financial flexibility. Homeowners can tap into that equity through a home equity loan or Home Equity Line of Credit (HELOC) to fund home improvements, pay off student loans and credit card debt, or support other major expenses while continuing to grow their overall financial wealth.
"Many homeowners purchased their homes when interest rates were significantly lower, so they're choosing to renovate or make improvements to their current home instead of moving," Pallardy said. "A HELOC can be an effective option because you only pay interest on the amount you borrow, and it can often provide a lower interest rate than other forms of borrowing, such as credit cards."
When starting the homebuying process, Pallardy encourages people to start the conversation early, even before applying for a mortgage. Speaking with a mortgage lender who understands the local market can help buyers understand what they can comfortably afford, estimate the costs and cash needed at closing, and develop a savings plan before they even begin house hunting.
"It's important to talk to an expert in your market, especially in today's digital age," said Pallardy. "Many people assume they need a 20% down payment before they can buy a home, but that's one of the biggest misconceptions we hear. There are loan programs that often allow qualified buyers to put down as little as 3%, and there are also down payment assistance programs available for many borrowers. Every situation is different, and a local lender can help identify the financing options, available resources, and community connections that best meet your needs."
Whether purchasing a first home, upgrading an existing property, or exploring home equity options, First Mid encourages consumers to seek trusted guidance to determine the financing solution that best aligns with their long-term goals.
To learn more about First Mid's mortgage and home equity solutions, visit www.firstmid.com/mortgage/home-equity.
* * *
About First Mid Bancshares, Inc.: First Mid Bancshares, Inc. is the parent company of First Mid Bank & Trust, N.A., First Mid Insurance Group, and First Mid Wealth Management Company. First Mid is a $9.2 billion community-focused organization that provides financial services including banking, insurance, wealth management, brokerage, and ag services through a network of locations in Illinois, Iowa, Missouri, Texas, and Wisconsin, and a loan production office in Indiana. Together, our First Mid team takes great pride in providing solutions and services to our customers and communities and has done so since 1865. More information about the Company is available on our website at www.firstmid.com. Our stock is traded in The NASDAQ Stock Market LLC under the ticker symbol "FMBH". Member FDIC | Equal Housing Lender.
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Original text here: https://firstmid.q4ir.com/news/news-details/2026/First-Mid-Bank--Trust-Explains-Why-Buying-a-Home-is-Smarter-Than-Renting-2026-JlB4Kc59DK/default.aspx
[Category: BizFinancial Services]
* * *
First Mid Bank & Trust Explains Why Buying a Home is Smarter Than Renting
Expert insight on building equity, creating long-term wealth, and making the most of homeownership
-
With rising housing costs and evolving market conditions often creating confusion and uncertainty, First Mid Bank & Trust (First Mid) believes homeownership continues to be one of the strongest ways to build long-term wealth and financial stability.
While people often choose to rent a home due to lower upfront costs and perceived ... Show Full Article MATTOON, Illinois, Aug. 11 -- First Mid Bank and Trust issued the following news release: * * * First Mid Bank & Trust Explains Why Buying a Home is Smarter Than Renting Expert insight on building equity, creating long-term wealth, and making the most of homeownership - With rising housing costs and evolving market conditions often creating confusion and uncertainty, First Mid Bank & Trust (First Mid) believes homeownership continues to be one of the strongest ways to build long-term wealth and financial stability. While people often choose to rent a home due to lower upfront costs and perceivedaffordability, Erica Pallardy, Mortgage Loan Officer at First Mid, shares that many renters could instead own a home and make mortgage payments that are equivalent to or even lower than their monthly rent payments. Over time, those payments contribute toward building equity, an asset that can provide financial flexibility and support future goals.
"Although buying a home may look different today than it did 20 years ago, homeownership is still one of the best investments people can make," said Pallardy. "Owning a home allows you to build equity over time instead of paying toward someone else's investment through rent. That equity can become a valuable financial resource for future goals."
Beyond building long-term wealth, home equity can also provide financial flexibility. Homeowners can tap into that equity through a home equity loan or Home Equity Line of Credit (HELOC) to fund home improvements, pay off student loans and credit card debt, or support other major expenses while continuing to grow their overall financial wealth.
"Many homeowners purchased their homes when interest rates were significantly lower, so they're choosing to renovate or make improvements to their current home instead of moving," Pallardy said. "A HELOC can be an effective option because you only pay interest on the amount you borrow, and it can often provide a lower interest rate than other forms of borrowing, such as credit cards."
When starting the homebuying process, Pallardy encourages people to start the conversation early, even before applying for a mortgage. Speaking with a mortgage lender who understands the local market can help buyers understand what they can comfortably afford, estimate the costs and cash needed at closing, and develop a savings plan before they even begin house hunting.
"It's important to talk to an expert in your market, especially in today's digital age," said Pallardy. "Many people assume they need a 20% down payment before they can buy a home, but that's one of the biggest misconceptions we hear. There are loan programs that often allow qualified buyers to put down as little as 3%, and there are also down payment assistance programs available for many borrowers. Every situation is different, and a local lender can help identify the financing options, available resources, and community connections that best meet your needs."
Whether purchasing a first home, upgrading an existing property, or exploring home equity options, First Mid encourages consumers to seek trusted guidance to determine the financing solution that best aligns with their long-term goals.
To learn more about First Mid's mortgage and home equity solutions, visit www.firstmid.com/mortgage/home-equity.
* * *
About First Mid Bancshares, Inc.: First Mid Bancshares, Inc. is the parent company of First Mid Bank & Trust, N.A., First Mid Insurance Group, and First Mid Wealth Management Company. First Mid is a $9.2 billion community-focused organization that provides financial services including banking, insurance, wealth management, brokerage, and ag services through a network of locations in Illinois, Iowa, Missouri, Texas, and Wisconsin, and a loan production office in Indiana. Together, our First Mid team takes great pride in providing solutions and services to our customers and communities and has done so since 1865. More information about the Company is available on our website at www.firstmid.com. Our stock is traded in The NASDAQ Stock Market LLC under the ticker symbol "FMBH". Member FDIC | Equal Housing Lender.
* * *
Original text here: https://firstmid.q4ir.com/news/news-details/2026/First-Mid-Bank--Trust-Explains-Why-Buying-a-Home-is-Smarter-Than-Renting-2026-JlB4Kc59DK/default.aspx
[Category: BizFinancial Services]
Duke Energy Announces Equity Units Offering
CHARLOTTE, North Carolina, Aug. 11 -- Duke Energy issued the following news release on Aug. 10, 2026:
* * *
Duke Energy announces equity units offering
Duke Energy Corporation (NYSE: DUK) today announced it plans to sell 35 million equity units in a public offering. Each equity unit will be issued in a stated amount of $50 ($1.75 billion aggregate stated amount) and will initially be in the form of a corporate unit consisting of a contract to purchase Duke Energy common stock in the future and two 1/40 undivided beneficial ownership interests in Duke Energy's remarketable senior notes, each ... Show Full Article CHARLOTTE, North Carolina, Aug. 11 -- Duke Energy issued the following news release on Aug. 10, 2026: * * * Duke Energy announces equity units offering Duke Energy Corporation (NYSE: DUK) today announced it plans to sell 35 million equity units in a public offering. Each equity unit will be issued in a stated amount of $50 ($1.75 billion aggregate stated amount) and will initially be in the form of a corporate unit consisting of a contract to purchase Duke Energy common stock in the future and two 1/40 undivided beneficial ownership interests in Duke Energy's remarketable senior notes, eachhaving a principal amount of $1,000. Duke Energy expects to grant to the underwriters an option to purchase an additional 5 million corporate units (an additional $250 million aggregate stated amount) solely for the purpose of covering over-allotments.
Duke Energy intends to apply to list the corporate units on The New York Stock Exchange and expects trading to commence within 30 days of the date of initial issuance (subject to listing approval).
Duke Energy intends to use the net proceeds from the offering of the equity units (i) to redeem the outstanding $500 million aggregate principal amount of its 3.25% Junior Subordinated Debentures due 2082 (the "Junior Subordinated Debentures"), (ii) to repay a portion of its outstanding commercial paper and (iii) for general corporate purposes. This press release shall not constitute a notice of redemption of the Junior Subordinated Debentures or an obligation to issue a notice of redemption.
Barclays, BofA Securities, Mizuho, Citigroup, Goldman Sachs & Co. LLC, J.P. Morgan, Morgan Stanley, Truist Securities and Wells Fargo Securities will be book-running managers for the offering.
The offering will be made under an effective shelf registration statement filed with the U.S. Securities and Exchange Commission. This news release does not constitute an offer to sell or a solicitation of an offer to buy the securities described herein, nor shall there be any sale of these securities in any state or jurisdiction in which such an offer, solicitation or sale would be unlawful prior to registration or qualification under the securities law of any such jurisdiction. Any offers of the securities will be made exclusively by means of a prospectus supplement and accompanying prospectus. Copies of these documents may be obtained from Barclays Capital Inc., c/o Broadridge Financial Solutions, 1155 Long Island Avenue, Edgewood, New York 11717, email: Barclaysprospectus@broadridge.com, Telephone: (888) 603-5847; BofA Securities, Inc. at NC1-022-02-25, 201 North Tryon Street, Charlotte, North Carolina 28255-0001, Attn: Prospectus Department, or by email at dg.prospectus_requests@bofa.com; or Mizuho Securities USA LLC, 1271 Avenue of the Americas, 3rd Floor, New York, New York 10020, Attention: Equity Capital Markets, email: us-ecm@mizuhogroup.com.
* * *
Duke Energy
Duke Energy (NYSE: DUK), a Fortune 150 company headquartered in Charlotte, N.C., is one of America's largest energy holding companies. The company's electric utilities serve 8.7 million customers in North Carolina, South Carolina, Florida, Indiana, Ohio and Kentucky, and collectively own 55,700 megawatts of energy capacity. Its natural gas utilities serve 1.6 million customers in North Carolina, South Carolina, Ohio and Kentucky.
* * *
Forward-Looking Information
This news release includes forward-looking statements within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements are based on management's beliefs and assumptions and can often be identified by terms and phrases that include "anticipate," "believe," "intend," "estimate," "expect," "continue," "should," "could," "may," "plan," "project," "predict," "will," "potential," "forecast," "target," "guidance," "outlook," or other similar terminology. Various factors may cause actual results to be materially different than the suggested outcomes within forward looking statements; accordingly, there is no assurance that such results will be realized. These factors include, but are not limited to: the ability to implement Duke Energy's business strategy, including meeting forecasted load growth demand, grid and fleet modernization objectives, and reducing carbon emissions, while balancing customer reliability and keeping costs as low as possible for Duke Energy's customers; state, federal and foreign legislative and regulatory initiatives, including costs of compliance with existing and future environmental requirements and/or uncertainty of applicability or changes to such legislative and regulatory initiatives, including those related to climate change, as well as rulings that affect cost and investment recovery or have an impact on rate structures or market prices; the extent and timing of costs and liabilities to comply with federal and state laws, regulations and legal requirements related to coal ash remediation, including amounts for required closure of certain ash impoundments, are uncertain and difficult to estimate; the ability to timely recover eligible costs, including amounts associated with coal ash impoundment retirement obligations, asset retirement and construction costs related to carbon emissions reductions, and costs related to significant weather events, particularly in periods of heightened customer affordability concerns, bill volatility, or public and political scrutiny, and to earn an adequate return on investment through rate case proceedings and the regulatory process; the costs of decommissioning nuclear facilities could prove to be more extensive than amounts estimated and all costs may not be fully recoverable through the regulatory process; the impact of extraordinary external events, such as a global pandemic, trade wars or military conflict, and their collateral consequences, including the disruption of global supply chains or the economic activity in Duke Energy's service territories; costs and effects of legal and administrative proceedings, settlements, investigations and claims; industrial, commercial and residential decline in service territories or customer bases resulting from sustained downturns of the economy, storm damage, reduced customer usage due to cost pressures from inflation, tariffs, or fuel costs, worsening economic health of Duke Energy's service territories, reductions in customer usage patterns, or lower than anticipated load growth, particularly if usage of electricity by data centers is less than currently projected, energy efficiency efforts, natural gas building and appliance electrification, and use of alternative energy sources, such as self-generation and distributed generation technologies; federal and state regulations, laws and other efforts designed to promote and expand the use of energy efficiency measures, natural gas electrification, and distributed generation technologies, such as private solar and battery storage, in Duke Energy service territories could result in a reduced number of customers, excess generation resources as well as stranded costs; advancements in technology, including AI; additional competition in electric and natural gas markets, municipalization and continued industry consolidation; the influence of weather and other natural phenomena on operations, financial position, and cash flows, including the economic, operational and other effects of severe storms, hurricanes, droughts, earthquakes and tornadoes, including extreme weather associated with climate change; changing or conflicting investor, customer and other stakeholder expectations and demands, particularly regarding environmental, social and governance matters and costs related thereto; the ability to successfully operate electric generating facilities and deliver electricity to customers including direct or indirect effects to the company resulting from an incident that affects the United States electric grid or generating resources; operational interruptions to Duke Energy's natural gas distribution and transmission activities; the availability of adequate interstate pipeline transportation capacity and natural gas supply; the impact on facilities and business from a terrorist or other attack, war, vandalism, cybersecurity threats, data security breaches, operational events, information technology failures or other catastrophic events, such as severe storms, fires, explosions, pandemic health events or other similar occurrences; the inherent risks associated with the operation of nuclear facilities, including environmental, health, safety, regulatory and financial risks, including the financial stability of third-party service providers; the timing and extent of changes in commodity prices, including any impact from increased tariffs, export controls and interest rates, and the ability to timely recover such costs through the regulatory process, where appropriate, and their impact on liquidity positions and the value of underlying assets; the results of financing efforts, including the ability to obtain financing on favorable terms, which can be affected by various factors, including credit ratings, interest rate fluctuations, compliance with debt covenants and conditions, an individual utility's generation portfolio, and general market and economic conditions; credit ratings of Duke Energy or its subsidiaries may be different from what is expected; declines in the market prices of equity and fixed-income securities and resultant cash funding requirements for defined benefit pension plans, other post-retirement benefit plans and nuclear decommissioning trust funds; construction and development risks associated with the completion of Duke Energy or its subsidiaries' capital investment projects, including risks related to financing, timing and receipt of necessary regulatory approvals, obtaining and complying with terms of permits, meeting construction budgets and schedules, obtaining sufficient skilled labor and satisfying operating and environmental performance standards, as well as the ability to recover costs from customers in a timely manner, or at all; changes in rules for regional transmission organizations, including changes in rate designs and new and evolving capacity markets, and risks related to obligations created by the default of other participants; the ability to control operation and maintenance costs; the level of creditworthiness of counterparties to transactions; the ability to obtain adequate insurance at acceptable costs and recover on claims made; employee workforce factors, including the potential inability to attract and retain key personnel; the ability of Duke Energy's subsidiaries to pay dividends or distributions to Duke Energy; the performance of projects undertaken by Duke Energy's businesses and the success of efforts to invest in and develop new opportunities; the effect of accounting and reporting pronouncements issued periodically by accounting standard-setting bodies and the Securities and Exchange Commission (the "SEC"); the impact of United States tax legislation to Duke Energy's financial condition, results of operations or cash flows and Duke Energy's credit ratings; the impacts from potential impairments of goodwill or investment carrying values; asset or business acquisitions and dispositions may not be consummated or yield the anticipated benefits, which could adversely affect Duke Energy's financial condition, credit metrics or ability to execute strategic and capital plans; the (i) failure to realize the anticipated benefits, synergies, and value creation expected from the utility combination by which Duke Energy Progress will merge into Duke Energy Carolinas (the "Combination"), including as a result of difficulties or delays in integrating the contributed assets and operations and/or the incurring of significant costs in connection with the Combination; and (ii) the risk that the combined entity may not perform as expected following the consummation of the Combination due to unforeseen liabilities, its level of indebtedness, integration challenges, market conditions, ratings downgrades, or other factors beyond the control of the parties; and the actions of activist shareholders could disrupt Duke Energy's operations, impact Duke Energy's ability to execute on Duke Energy's business strategy, or cause fluctuations in the trading price of Duke Energy's common stock.
Additional risks and uncertainties are identified and discussed in Duke Energy's reports filed with the SEC and are available at the SEC's website. In light of these risks, uncertainties and assumptions, the events described in the forward-looking statements included or incorporated by reference in this news release might not occur or might occur to a different extent or at a different time than described. Forward-looking statements speak only as of the date they are made and Duke Energy expressly disclaims an obligation to publicly update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.
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Original text here: https://news.duke-energy.com/releases/duke-energy-announces-equity-units-offering
[Category: BizEnergy]
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Duke Energy announces equity units offering
Duke Energy Corporation (NYSE: DUK) today announced it plans to sell 35 million equity units in a public offering. Each equity unit will be issued in a stated amount of $50 ($1.75 billion aggregate stated amount) and will initially be in the form of a corporate unit consisting of a contract to purchase Duke Energy common stock in the future and two 1/40 undivided beneficial ownership interests in Duke Energy's remarketable senior notes, each ... Show Full Article CHARLOTTE, North Carolina, Aug. 11 -- Duke Energy issued the following news release on Aug. 10, 2026: * * * Duke Energy announces equity units offering Duke Energy Corporation (NYSE: DUK) today announced it plans to sell 35 million equity units in a public offering. Each equity unit will be issued in a stated amount of $50 ($1.75 billion aggregate stated amount) and will initially be in the form of a corporate unit consisting of a contract to purchase Duke Energy common stock in the future and two 1/40 undivided beneficial ownership interests in Duke Energy's remarketable senior notes, eachhaving a principal amount of $1,000. Duke Energy expects to grant to the underwriters an option to purchase an additional 5 million corporate units (an additional $250 million aggregate stated amount) solely for the purpose of covering over-allotments.
Duke Energy intends to apply to list the corporate units on The New York Stock Exchange and expects trading to commence within 30 days of the date of initial issuance (subject to listing approval).
Duke Energy intends to use the net proceeds from the offering of the equity units (i) to redeem the outstanding $500 million aggregate principal amount of its 3.25% Junior Subordinated Debentures due 2082 (the "Junior Subordinated Debentures"), (ii) to repay a portion of its outstanding commercial paper and (iii) for general corporate purposes. This press release shall not constitute a notice of redemption of the Junior Subordinated Debentures or an obligation to issue a notice of redemption.
Barclays, BofA Securities, Mizuho, Citigroup, Goldman Sachs & Co. LLC, J.P. Morgan, Morgan Stanley, Truist Securities and Wells Fargo Securities will be book-running managers for the offering.
The offering will be made under an effective shelf registration statement filed with the U.S. Securities and Exchange Commission. This news release does not constitute an offer to sell or a solicitation of an offer to buy the securities described herein, nor shall there be any sale of these securities in any state or jurisdiction in which such an offer, solicitation or sale would be unlawful prior to registration or qualification under the securities law of any such jurisdiction. Any offers of the securities will be made exclusively by means of a prospectus supplement and accompanying prospectus. Copies of these documents may be obtained from Barclays Capital Inc., c/o Broadridge Financial Solutions, 1155 Long Island Avenue, Edgewood, New York 11717, email: Barclaysprospectus@broadridge.com, Telephone: (888) 603-5847; BofA Securities, Inc. at NC1-022-02-25, 201 North Tryon Street, Charlotte, North Carolina 28255-0001, Attn: Prospectus Department, or by email at dg.prospectus_requests@bofa.com; or Mizuho Securities USA LLC, 1271 Avenue of the Americas, 3rd Floor, New York, New York 10020, Attention: Equity Capital Markets, email: us-ecm@mizuhogroup.com.
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Duke Energy
Duke Energy (NYSE: DUK), a Fortune 150 company headquartered in Charlotte, N.C., is one of America's largest energy holding companies. The company's electric utilities serve 8.7 million customers in North Carolina, South Carolina, Florida, Indiana, Ohio and Kentucky, and collectively own 55,700 megawatts of energy capacity. Its natural gas utilities serve 1.6 million customers in North Carolina, South Carolina, Ohio and Kentucky.
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Forward-Looking Information
This news release includes forward-looking statements within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements are based on management's beliefs and assumptions and can often be identified by terms and phrases that include "anticipate," "believe," "intend," "estimate," "expect," "continue," "should," "could," "may," "plan," "project," "predict," "will," "potential," "forecast," "target," "guidance," "outlook," or other similar terminology. Various factors may cause actual results to be materially different than the suggested outcomes within forward looking statements; accordingly, there is no assurance that such results will be realized. These factors include, but are not limited to: the ability to implement Duke Energy's business strategy, including meeting forecasted load growth demand, grid and fleet modernization objectives, and reducing carbon emissions, while balancing customer reliability and keeping costs as low as possible for Duke Energy's customers; state, federal and foreign legislative and regulatory initiatives, including costs of compliance with existing and future environmental requirements and/or uncertainty of applicability or changes to such legislative and regulatory initiatives, including those related to climate change, as well as rulings that affect cost and investment recovery or have an impact on rate structures or market prices; the extent and timing of costs and liabilities to comply with federal and state laws, regulations and legal requirements related to coal ash remediation, including amounts for required closure of certain ash impoundments, are uncertain and difficult to estimate; the ability to timely recover eligible costs, including amounts associated with coal ash impoundment retirement obligations, asset retirement and construction costs related to carbon emissions reductions, and costs related to significant weather events, particularly in periods of heightened customer affordability concerns, bill volatility, or public and political scrutiny, and to earn an adequate return on investment through rate case proceedings and the regulatory process; the costs of decommissioning nuclear facilities could prove to be more extensive than amounts estimated and all costs may not be fully recoverable through the regulatory process; the impact of extraordinary external events, such as a global pandemic, trade wars or military conflict, and their collateral consequences, including the disruption of global supply chains or the economic activity in Duke Energy's service territories; costs and effects of legal and administrative proceedings, settlements, investigations and claims; industrial, commercial and residential decline in service territories or customer bases resulting from sustained downturns of the economy, storm damage, reduced customer usage due to cost pressures from inflation, tariffs, or fuel costs, worsening economic health of Duke Energy's service territories, reductions in customer usage patterns, or lower than anticipated load growth, particularly if usage of electricity by data centers is less than currently projected, energy efficiency efforts, natural gas building and appliance electrification, and use of alternative energy sources, such as self-generation and distributed generation technologies; federal and state regulations, laws and other efforts designed to promote and expand the use of energy efficiency measures, natural gas electrification, and distributed generation technologies, such as private solar and battery storage, in Duke Energy service territories could result in a reduced number of customers, excess generation resources as well as stranded costs; advancements in technology, including AI; additional competition in electric and natural gas markets, municipalization and continued industry consolidation; the influence of weather and other natural phenomena on operations, financial position, and cash flows, including the economic, operational and other effects of severe storms, hurricanes, droughts, earthquakes and tornadoes, including extreme weather associated with climate change; changing or conflicting investor, customer and other stakeholder expectations and demands, particularly regarding environmental, social and governance matters and costs related thereto; the ability to successfully operate electric generating facilities and deliver electricity to customers including direct or indirect effects to the company resulting from an incident that affects the United States electric grid or generating resources; operational interruptions to Duke Energy's natural gas distribution and transmission activities; the availability of adequate interstate pipeline transportation capacity and natural gas supply; the impact on facilities and business from a terrorist or other attack, war, vandalism, cybersecurity threats, data security breaches, operational events, information technology failures or other catastrophic events, such as severe storms, fires, explosions, pandemic health events or other similar occurrences; the inherent risks associated with the operation of nuclear facilities, including environmental, health, safety, regulatory and financial risks, including the financial stability of third-party service providers; the timing and extent of changes in commodity prices, including any impact from increased tariffs, export controls and interest rates, and the ability to timely recover such costs through the regulatory process, where appropriate, and their impact on liquidity positions and the value of underlying assets; the results of financing efforts, including the ability to obtain financing on favorable terms, which can be affected by various factors, including credit ratings, interest rate fluctuations, compliance with debt covenants and conditions, an individual utility's generation portfolio, and general market and economic conditions; credit ratings of Duke Energy or its subsidiaries may be different from what is expected; declines in the market prices of equity and fixed-income securities and resultant cash funding requirements for defined benefit pension plans, other post-retirement benefit plans and nuclear decommissioning trust funds; construction and development risks associated with the completion of Duke Energy or its subsidiaries' capital investment projects, including risks related to financing, timing and receipt of necessary regulatory approvals, obtaining and complying with terms of permits, meeting construction budgets and schedules, obtaining sufficient skilled labor and satisfying operating and environmental performance standards, as well as the ability to recover costs from customers in a timely manner, or at all; changes in rules for regional transmission organizations, including changes in rate designs and new and evolving capacity markets, and risks related to obligations created by the default of other participants; the ability to control operation and maintenance costs; the level of creditworthiness of counterparties to transactions; the ability to obtain adequate insurance at acceptable costs and recover on claims made; employee workforce factors, including the potential inability to attract and retain key personnel; the ability of Duke Energy's subsidiaries to pay dividends or distributions to Duke Energy; the performance of projects undertaken by Duke Energy's businesses and the success of efforts to invest in and develop new opportunities; the effect of accounting and reporting pronouncements issued periodically by accounting standard-setting bodies and the Securities and Exchange Commission (the "SEC"); the impact of United States tax legislation to Duke Energy's financial condition, results of operations or cash flows and Duke Energy's credit ratings; the impacts from potential impairments of goodwill or investment carrying values; asset or business acquisitions and dispositions may not be consummated or yield the anticipated benefits, which could adversely affect Duke Energy's financial condition, credit metrics or ability to execute strategic and capital plans; the (i) failure to realize the anticipated benefits, synergies, and value creation expected from the utility combination by which Duke Energy Progress will merge into Duke Energy Carolinas (the "Combination"), including as a result of difficulties or delays in integrating the contributed assets and operations and/or the incurring of significant costs in connection with the Combination; and (ii) the risk that the combined entity may not perform as expected following the consummation of the Combination due to unforeseen liabilities, its level of indebtedness, integration challenges, market conditions, ratings downgrades, or other factors beyond the control of the parties; and the actions of activist shareholders could disrupt Duke Energy's operations, impact Duke Energy's ability to execute on Duke Energy's business strategy, or cause fluctuations in the trading price of Duke Energy's common stock.
Additional risks and uncertainties are identified and discussed in Duke Energy's reports filed with the SEC and are available at the SEC's website. In light of these risks, uncertainties and assumptions, the events described in the forward-looking statements included or incorporated by reference in this news release might not occur or might occur to a different extent or at a different time than described. Forward-looking statements speak only as of the date they are made and Duke Energy expressly disclaims an obligation to publicly update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.
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Original text here: https://news.duke-energy.com/releases/duke-energy-announces-equity-units-offering
[Category: BizEnergy]
Aramark Student Nutrition Schools Recognized by the Texas Department of Agriculture for Participation in the Farm Fresh Challenge
PHILADELPHIA, Pennsylvania, Aug. 11 -- ARAMARK, a provider of food, facilities, refreshments, hospitality and supply chain services, issued the following news release:
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Aramark Student Nutrition Schools Recognized by the Texas Department of Agriculture for Participation in the Farm Fresh Challenge
Each fall, school nutrition teams across Texas take part in the Texas Department of Agriculture's "Farm Fresh Challenge", a statewide effort focused on bringing more locally grown foods into school meals. This year, several Aramark Student Nutrition-supported programs participated and earned recognition ... Show Full Article PHILADELPHIA, Pennsylvania, Aug. 11 -- ARAMARK, a provider of food, facilities, refreshments, hospitality and supply chain services, issued the following news release: * * * Aramark Student Nutrition Schools Recognized by the Texas Department of Agriculture for Participation in the Farm Fresh Challenge Each fall, school nutrition teams across Texas take part in the Texas Department of Agriculture's "Farm Fresh Challenge", a statewide effort focused on bringing more locally grown foods into school meals. This year, several Aramark Student Nutrition-supported programs participated and earned recognitionfor their steadfast commitment to local sourcing.
Frenship ISD, Lamesa ISD, Lewisville ISD, Northwest ISD and Round Rock ISD earned the challenge's highest honor, the "Cream of the Crop" award. Big Spring ISD received the "Best of the Bunch" recognition, while Goose Creek CISD, Midlothian ISD and Pflugerville ISD were recognized as "Prime Participants."
Held throughout October, the challenge encourages participating districts to incorporate Texas-grown ingredients into their menus, while introducing students to the origins and nutritional benefits of those foods, and ultimately encouraging those districts to share their efforts with the broader community on social media. Recognition is awarded based on the depth and creativity of each program's participation, with honors reflecting varying levels of engagement.
"Aramark Student Nutrition is committed to ensuring we are providing students with nutritious and when possible, locally sourced ingredients," said Brisbane Vaillancourt, Aramark Student Nutrition President and CEO. "Through initiatives like the Farm Fresh Challenge, Aramark Student Nutrition programs help bring local agriculture into school nutrition programs in meaningful ways, giving students a clearer understanding of where their food comes from while supporting Texas farmers, ranchers, and growers."
Cream of the Crop
Northwest ISD
During the Farm Fresh Challenge, Northwest ISD earned "Cream of the Crop" recognition for featuring a rotating selection of locally sourced foods on its menus, including milk, watermelon, oranges, beef, and red and yellow onions.
To deepen student engagement, the Aramark Student Nutrition team at Northwest ISD incorporated the month's theme, "I Eat Local," into taste tests, career day activities, and educational materials.
In the first week of the challenge, students sampled a new side salad featuring locally grown onions. While salads and onions can be unfamiliar for some, the district's Executive Chef, dietitian, and Aramark Student Nutrition mascot, Ace, created a fun and approachable experience that encouraged students to give it a try.
Preparation for the initiative began over the summer, according to Vernell Dunn, Aramark Student Nutrition Resident District Manager.
"Throughout the month-long challenge, we hosted weekly interactive events at a different campus," Dunn said. "These activities were designed to educate students on the nutritional benefits of fresh ingredients, highlight the impact of supporting local farmers, and provide family-friendly recipes that help connect the cafeteria to the home kitchen."
To meet the challenge requirements, the team incorporated at least two locally sourced items into the menu each week, ultimately featuring six different local foods across three meal components. The district also exceeded expectations on social media, sharing weekly updates to highlight its efforts and showcase student engagement throughout the challenge.
Lewisville ISD
Lewisville ISD's Child Nutrition program took a creative, hands-on approach to the Farm Fresh Challenge, designing a series of weekly initiatives that brought local foods to life for students. Their efforts were recognized by the Texas Department of Agriculture with the "Cream of the Crop" award--the first time the district has earned the challenge's highest honor.
"Integrating the Farm Fresh Challenge into our program is a great way to support student wellness while bringing more locally sourced foods to our menus," said Cristina Tapia, Aramark Student Nutrition Marketing Manager. "Students want meals that are fresh, flavorful, and appealing, and this program helps connect them with locally grown ingredients while supporting regional farmers."
During the first week, students were introduced to a refreshing zero-sugar drink featuring locally sourced watermelon and cucumbers. The response from students was overwhelmingly positive, with many returning for second and third samples. This event expanded students' culinary vocabulary by introducing the concept of "infusing", while serving as a powerful health education tool, proving to students firsthand that a refreshing beverage does not require added sugar to taste great.
Following the success of the first week's initiative, the team used fresh, locally grown cucumbers to create house-made pickles, crafted by the district's Executive Chef, Alicia Rivera. Students sampled the pickles, rated them, and took home a custom recipe.
In the third week, Chef Rivera brought the kitchen to the cafeteria with a live cooking demonstration. Students watched as she prepared a watermelon and cucumber salad, then sampled the finished dish and received recipe cards to try it at home.
The focus shifted to interactive learning in week four, when locally grown grape tomatoes were featured on the lunch menu alongside a farm-to-school trivia challenge. Students were asked how long it takes for a tomato to grow from seed to harvest, with small prizes awarded for correct answers. This week's activity seamlessly blended education into mealtime, giving students a deeper appreciation into the process behind growing food from a seed that ultimately ends up on their plate.
To close out the challenge, the team introduced locally grown squash as a featured menu item. By presenting it as a well-prepared, approachable dish during lunch service, the team helped reduce hesitation around trying new vegetables, encouraging students to expand their tastes in a comfortable setting.
"This targeted campaign successfully generated measurable excitement in our cafeterias, leading to an increase in both breakfast and lunch participation across the district during the month of October. It proves that when we invest in local farmers and student education, our whole community wins," Tapia added.
Frenship ISD
Each week during the Farm Fresh Challenge, the Aramark Student Nutrition team at Frenship ISD partnered with local organizations to connect students with the farmers, producers, and food systems that support their school meals. Community partners included Gandy's Dairy, Idalou Harvest Co., Raider Red Meats, and Growing Together Texas, an online farmers market that sources produce from local farms.
Throughout the challenge, students participated in a variety of interactive experiences designed to showcase locally produced foods and deepen their understanding of agriculture in West Texas.
At North Ridge Elementary and Ridgewood Elementary, students learned about dairy farming and milk production through presentations led by Talyn Billingsley, Gandy's Dairy representative. The sessions helped students better understand how milk is produced and delivered from local dairy operations to their cafeterias.
Students also explored locally grown produce through a partnership with Idalou Harvest Co., which donated fresh apples and shared information about the different apple varieties grown in the Lubbock area. At Bennett Elementary, students participated in a salsa-making demonstration featuring ingredients sourced from E3 Farms and Piekert Farms, both located in Wolfforth within the Frenship ISD community. The demonstration was led by Chef Miguel Garzes, Avery Agnew, Aramark Student Nutrition Marketing & Communications Specialist, and Jessica Caroom of Growing Together Texas, giving students a hands-on opportunity to learn about fresh, locally grown ingredients.
Local protein producers also played an important role in connecting students to regional agriculture. Raider Red Meats donated fresh, locally raised beef patties that were featured on menus across multiple campuses. Frenship Middle School and Frenship High School students enjoyed burgers made with the locally sourced beef, while students attending a Frenship Middle School student council presentation had the opportunity to sample the burgers and learn how the beef is produced, processed, and distributed locally. The experience included a live grilling demonstration led by Ken Robinson, Aramark Student Nutrition General Manager, showcasing the preparation of locally sourced beef.
"West Texas has a rich agricultural heritage, and the Farm Fresh Challenge provides a wonderful opportunity to showcase the incredible produce and products grown right here in our community," said Avery Agnew, Aramark Student Nutrition Marketing & Communications Specialist. "With local farms and producers in our own backyard, we were able to create meaningful opportunities for students to engage with local agriculture and nutrition. We're passionate about nutrition education and helping students build a deeper appreciation for the farmers, producers, and fresh foods that are part of their everyday lives."
Prime Participants
Midlothian ISD
Midlothian ISD earned "Prime Participant" recognition in the Texas Farm Fresh Challenge by incorporating locally sourced ingredients into student meals and providing educational activities that connected students to local agriculture and healthy eating. Through various partnerships, the district featured local milk, watermelon, apples, and yellow onions throughout the month-long initiative.
Local yellow onions were incorporated into student-favorite menu items such as Spicy Szechwan Chicken and Sloppy Joes, while fresh watermelon and apples were offered as part of the district's commitment to increasing access to locally sourced produce. These efforts helped students experience a variety of Texas-grown foods while learning about the role local agriculture plays in their communities.
To reinforce the educational component of the challenge, students participated in a series of hands-on activities. Weekly initiatives included nutrition-themed word searches, National School Lunch Week activity sheets, pumpkin coloring pages paired with nutrition facts, and a Farm Fresh Challenge crossword puzzle. These activities helped increase awareness of healthy eating habits while encouraging students to learn more about locally grown foods.
The district also extended its outreach beyond the cafeteria by creating and sharing a social media video from the First Methodist Church of Midlothian pumpkin patch. The video highlighted the nutritional benefits of pumpkins and offered families ideas for incorporating pumpkin into meals at home, helping connect the Farm Fresh Challenge's messages of nutrition and local food sourcing with the broader community.
Goose Creek CISD
Goose Creek CISD earned "Prime Participant" recognition in the Texas Farm Fresh Challenge through a districtwide effort to highlight Texas-grown foods while engaging students in hands-on nutrition education activities throughout October. The district incorporated locally sourced products into student meals, including Texas milk and fresh produce, while using educational programming and creative events to help students learn more about where their food comes from.
One of the district's signature initiatives was the Little Chef Recipe Challenge, which invited fourth and fifth grade students to develop recipes featuring Texas-grown ingredients. Student winners were recognized during a February School Board meeting, providing an opportunity to celebrate their creativity and encourage greater interest in healthy eating and local agriculture. In addition, all campuses participated in Taste It Tuesday events.
The team at Goose Creek CISD also expanded Farm Fresh Challenge activities beyond the cafeteria. Students at Clark Elementary participated in a pumpkin painting activity using pumpkins sourced from Brothers Produce, while elementary students received weekly fruit and vegetable-themed coloring pages through their ACE bags each Thursday.
Pflugerville ISD
Pflugerville ISD earned "Prime Participant" recognition in the Texas Farm Fresh Challenge by incorporating locally sourced produce into reimbursable student meals throughout the month. Rather than creating separate menu items, the district substituted locally sourced products, such as watermelon, in place of regularly purchased items, helping students enjoy Texas-grown foods as part of their everyday dining experience.
The district sourced local products through its produce distributors, including Brothers Produce and the Department of Defense Fresh Fruit and Vegetable Program (DoD Fresh). Items designated as locally grown were identified through distributor order guides and incorporated into school menus during the challenge.
To help students learn more about the foods they were eating, the nutrition team displayed informational flyers highlighting the local produce featured on menus. In previous years, the district also collaborated with physical education teachers to share information about the nutritional benefits of locally sourced fruits and vegetables, further strengthening connections between healthy eating and student wellness.
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Original text here: https://www.aramark.com/newsroom/news/2026/august/aramark-student-nutrition-schools-recognized-by-the-texas-depart
[Category: BizConsumer Services]
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Aramark Student Nutrition Schools Recognized by the Texas Department of Agriculture for Participation in the Farm Fresh Challenge
Each fall, school nutrition teams across Texas take part in the Texas Department of Agriculture's "Farm Fresh Challenge", a statewide effort focused on bringing more locally grown foods into school meals. This year, several Aramark Student Nutrition-supported programs participated and earned recognition ... Show Full Article PHILADELPHIA, Pennsylvania, Aug. 11 -- ARAMARK, a provider of food, facilities, refreshments, hospitality and supply chain services, issued the following news release: * * * Aramark Student Nutrition Schools Recognized by the Texas Department of Agriculture for Participation in the Farm Fresh Challenge Each fall, school nutrition teams across Texas take part in the Texas Department of Agriculture's "Farm Fresh Challenge", a statewide effort focused on bringing more locally grown foods into school meals. This year, several Aramark Student Nutrition-supported programs participated and earned recognitionfor their steadfast commitment to local sourcing.
Frenship ISD, Lamesa ISD, Lewisville ISD, Northwest ISD and Round Rock ISD earned the challenge's highest honor, the "Cream of the Crop" award. Big Spring ISD received the "Best of the Bunch" recognition, while Goose Creek CISD, Midlothian ISD and Pflugerville ISD were recognized as "Prime Participants."
Held throughout October, the challenge encourages participating districts to incorporate Texas-grown ingredients into their menus, while introducing students to the origins and nutritional benefits of those foods, and ultimately encouraging those districts to share their efforts with the broader community on social media. Recognition is awarded based on the depth and creativity of each program's participation, with honors reflecting varying levels of engagement.
"Aramark Student Nutrition is committed to ensuring we are providing students with nutritious and when possible, locally sourced ingredients," said Brisbane Vaillancourt, Aramark Student Nutrition President and CEO. "Through initiatives like the Farm Fresh Challenge, Aramark Student Nutrition programs help bring local agriculture into school nutrition programs in meaningful ways, giving students a clearer understanding of where their food comes from while supporting Texas farmers, ranchers, and growers."
Cream of the Crop
Northwest ISD
During the Farm Fresh Challenge, Northwest ISD earned "Cream of the Crop" recognition for featuring a rotating selection of locally sourced foods on its menus, including milk, watermelon, oranges, beef, and red and yellow onions.
To deepen student engagement, the Aramark Student Nutrition team at Northwest ISD incorporated the month's theme, "I Eat Local," into taste tests, career day activities, and educational materials.
In the first week of the challenge, students sampled a new side salad featuring locally grown onions. While salads and onions can be unfamiliar for some, the district's Executive Chef, dietitian, and Aramark Student Nutrition mascot, Ace, created a fun and approachable experience that encouraged students to give it a try.
Preparation for the initiative began over the summer, according to Vernell Dunn, Aramark Student Nutrition Resident District Manager.
"Throughout the month-long challenge, we hosted weekly interactive events at a different campus," Dunn said. "These activities were designed to educate students on the nutritional benefits of fresh ingredients, highlight the impact of supporting local farmers, and provide family-friendly recipes that help connect the cafeteria to the home kitchen."
To meet the challenge requirements, the team incorporated at least two locally sourced items into the menu each week, ultimately featuring six different local foods across three meal components. The district also exceeded expectations on social media, sharing weekly updates to highlight its efforts and showcase student engagement throughout the challenge.
Lewisville ISD
Lewisville ISD's Child Nutrition program took a creative, hands-on approach to the Farm Fresh Challenge, designing a series of weekly initiatives that brought local foods to life for students. Their efforts were recognized by the Texas Department of Agriculture with the "Cream of the Crop" award--the first time the district has earned the challenge's highest honor.
"Integrating the Farm Fresh Challenge into our program is a great way to support student wellness while bringing more locally sourced foods to our menus," said Cristina Tapia, Aramark Student Nutrition Marketing Manager. "Students want meals that are fresh, flavorful, and appealing, and this program helps connect them with locally grown ingredients while supporting regional farmers."
During the first week, students were introduced to a refreshing zero-sugar drink featuring locally sourced watermelon and cucumbers. The response from students was overwhelmingly positive, with many returning for second and third samples. This event expanded students' culinary vocabulary by introducing the concept of "infusing", while serving as a powerful health education tool, proving to students firsthand that a refreshing beverage does not require added sugar to taste great.
Following the success of the first week's initiative, the team used fresh, locally grown cucumbers to create house-made pickles, crafted by the district's Executive Chef, Alicia Rivera. Students sampled the pickles, rated them, and took home a custom recipe.
In the third week, Chef Rivera brought the kitchen to the cafeteria with a live cooking demonstration. Students watched as she prepared a watermelon and cucumber salad, then sampled the finished dish and received recipe cards to try it at home.
The focus shifted to interactive learning in week four, when locally grown grape tomatoes were featured on the lunch menu alongside a farm-to-school trivia challenge. Students were asked how long it takes for a tomato to grow from seed to harvest, with small prizes awarded for correct answers. This week's activity seamlessly blended education into mealtime, giving students a deeper appreciation into the process behind growing food from a seed that ultimately ends up on their plate.
To close out the challenge, the team introduced locally grown squash as a featured menu item. By presenting it as a well-prepared, approachable dish during lunch service, the team helped reduce hesitation around trying new vegetables, encouraging students to expand their tastes in a comfortable setting.
"This targeted campaign successfully generated measurable excitement in our cafeterias, leading to an increase in both breakfast and lunch participation across the district during the month of October. It proves that when we invest in local farmers and student education, our whole community wins," Tapia added.
Frenship ISD
Each week during the Farm Fresh Challenge, the Aramark Student Nutrition team at Frenship ISD partnered with local organizations to connect students with the farmers, producers, and food systems that support their school meals. Community partners included Gandy's Dairy, Idalou Harvest Co., Raider Red Meats, and Growing Together Texas, an online farmers market that sources produce from local farms.
Throughout the challenge, students participated in a variety of interactive experiences designed to showcase locally produced foods and deepen their understanding of agriculture in West Texas.
At North Ridge Elementary and Ridgewood Elementary, students learned about dairy farming and milk production through presentations led by Talyn Billingsley, Gandy's Dairy representative. The sessions helped students better understand how milk is produced and delivered from local dairy operations to their cafeterias.
Students also explored locally grown produce through a partnership with Idalou Harvest Co., which donated fresh apples and shared information about the different apple varieties grown in the Lubbock area. At Bennett Elementary, students participated in a salsa-making demonstration featuring ingredients sourced from E3 Farms and Piekert Farms, both located in Wolfforth within the Frenship ISD community. The demonstration was led by Chef Miguel Garzes, Avery Agnew, Aramark Student Nutrition Marketing & Communications Specialist, and Jessica Caroom of Growing Together Texas, giving students a hands-on opportunity to learn about fresh, locally grown ingredients.
Local protein producers also played an important role in connecting students to regional agriculture. Raider Red Meats donated fresh, locally raised beef patties that were featured on menus across multiple campuses. Frenship Middle School and Frenship High School students enjoyed burgers made with the locally sourced beef, while students attending a Frenship Middle School student council presentation had the opportunity to sample the burgers and learn how the beef is produced, processed, and distributed locally. The experience included a live grilling demonstration led by Ken Robinson, Aramark Student Nutrition General Manager, showcasing the preparation of locally sourced beef.
"West Texas has a rich agricultural heritage, and the Farm Fresh Challenge provides a wonderful opportunity to showcase the incredible produce and products grown right here in our community," said Avery Agnew, Aramark Student Nutrition Marketing & Communications Specialist. "With local farms and producers in our own backyard, we were able to create meaningful opportunities for students to engage with local agriculture and nutrition. We're passionate about nutrition education and helping students build a deeper appreciation for the farmers, producers, and fresh foods that are part of their everyday lives."
Prime Participants
Midlothian ISD
Midlothian ISD earned "Prime Participant" recognition in the Texas Farm Fresh Challenge by incorporating locally sourced ingredients into student meals and providing educational activities that connected students to local agriculture and healthy eating. Through various partnerships, the district featured local milk, watermelon, apples, and yellow onions throughout the month-long initiative.
Local yellow onions were incorporated into student-favorite menu items such as Spicy Szechwan Chicken and Sloppy Joes, while fresh watermelon and apples were offered as part of the district's commitment to increasing access to locally sourced produce. These efforts helped students experience a variety of Texas-grown foods while learning about the role local agriculture plays in their communities.
To reinforce the educational component of the challenge, students participated in a series of hands-on activities. Weekly initiatives included nutrition-themed word searches, National School Lunch Week activity sheets, pumpkin coloring pages paired with nutrition facts, and a Farm Fresh Challenge crossword puzzle. These activities helped increase awareness of healthy eating habits while encouraging students to learn more about locally grown foods.
The district also extended its outreach beyond the cafeteria by creating and sharing a social media video from the First Methodist Church of Midlothian pumpkin patch. The video highlighted the nutritional benefits of pumpkins and offered families ideas for incorporating pumpkin into meals at home, helping connect the Farm Fresh Challenge's messages of nutrition and local food sourcing with the broader community.
Goose Creek CISD
Goose Creek CISD earned "Prime Participant" recognition in the Texas Farm Fresh Challenge through a districtwide effort to highlight Texas-grown foods while engaging students in hands-on nutrition education activities throughout October. The district incorporated locally sourced products into student meals, including Texas milk and fresh produce, while using educational programming and creative events to help students learn more about where their food comes from.
One of the district's signature initiatives was the Little Chef Recipe Challenge, which invited fourth and fifth grade students to develop recipes featuring Texas-grown ingredients. Student winners were recognized during a February School Board meeting, providing an opportunity to celebrate their creativity and encourage greater interest in healthy eating and local agriculture. In addition, all campuses participated in Taste It Tuesday events.
The team at Goose Creek CISD also expanded Farm Fresh Challenge activities beyond the cafeteria. Students at Clark Elementary participated in a pumpkin painting activity using pumpkins sourced from Brothers Produce, while elementary students received weekly fruit and vegetable-themed coloring pages through their ACE bags each Thursday.
Pflugerville ISD
Pflugerville ISD earned "Prime Participant" recognition in the Texas Farm Fresh Challenge by incorporating locally sourced produce into reimbursable student meals throughout the month. Rather than creating separate menu items, the district substituted locally sourced products, such as watermelon, in place of regularly purchased items, helping students enjoy Texas-grown foods as part of their everyday dining experience.
The district sourced local products through its produce distributors, including Brothers Produce and the Department of Defense Fresh Fruit and Vegetable Program (DoD Fresh). Items designated as locally grown were identified through distributor order guides and incorporated into school menus during the challenge.
To help students learn more about the foods they were eating, the nutrition team displayed informational flyers highlighting the local produce featured on menus. In previous years, the district also collaborated with physical education teachers to share information about the nutritional benefits of locally sourced fruits and vegetables, further strengthening connections between healthy eating and student wellness.
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Original text here: https://www.aramark.com/newsroom/news/2026/august/aramark-student-nutrition-schools-recognized-by-the-texas-depart
[Category: BizConsumer Services]
A&O Shearman Advises Arrangers on Financing for Intrum AB's SEK 7.5 Billion Equity Capital Raise and EUR525 Million Senior Secured Notes Issuance
LONDON, England, Aug. 11 -- A and O Shearman, a law firm, issued the following news:
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A&O Shearman advises arrangers on financing for Intrum AB's SEK 7.5 billion equity capital raise and EUR525 million senior secured notes issuance
A&O Shearman has advised Deutsche Bank and DNB Carnegie as underwriters and initial purchasers in connection with the SEK7.5bn equity capital raise by Intrum AB and the issuance of EUR525m of 7.00% senior secured notes due 2031 by its subsidiary Intrum Investments and Financing AB.
Intrum is Europe's leading provider of credit management services, operating ... Show Full Article LONDON, England, Aug. 11 -- A and O Shearman, a law firm, issued the following news: * * * A&O Shearman advises arrangers on financing for Intrum AB's SEK 7.5 billion equity capital raise and EUR525 million senior secured notes issuance A&O Shearman has advised Deutsche Bank and DNB Carnegie as underwriters and initial purchasers in connection with the SEK7.5bn equity capital raise by Intrum AB and the issuance of EUR525m of 7.00% senior secured notes due 2031 by its subsidiary Intrum Investments and Financing AB. Intrum is Europe's leading provider of credit management services, operatingin 20 markets. Intrum enables sustainable payments by combining technology, empathy, and a human-centered approach. Intrum is headquartered in Stockholm, Sweden and publicly listed on Nasdaq Stockholm.
Intrum's equity capital raise comprised a fully committed directed issue of shares of approximately SEK1.5bn to selected investors and a fully underwritten rights issue of approximately SEK6bn. The two legs of the equity raise were structured on an interlinked basis, with a majority of the investors participating in the directed issue also undertaking to provide guarantee commitments for the rights issue, thereby using the directed issue both to broaden institutional ownership of the company and to help secure the rights issue's full underwriting.
In addition to the offering of the new senior secured notes, the debt offering also involved a concurrent exchange offer for the issuer's EUR- and SEK-denominated 8.00% senior secured notes due 2027, with the proceeds of the new notes offering used to redeem in full any outstanding principal amount of such notes that were not tendered in the exchange offer.
Deutsche Bank and DNB Carnegie acted as joint global coordinators and joint bookrunners on the equity offering and joint global coordinators and joint physical bookrunners on the debt offering.
Jeff Hendrickson, partner at A&O Shearman, commented: "This was a complex, multi-layered transaction that required careful coordination across both the equity and debt components. We are delighted to have supported Deutsche Bank and DNB Carnegie in delivering a successful outcome for Intrum, enabling the company to strengthen its capital structure and position itself for continued growth."
The A&O Shearman team advising on the equity offering was led by partner Jeff Hendrickson in London and senior associate Katrien Wilmots alongside associate Arnaldo Mitola. The team advising on the debt offering was led by partner Brad Weyland and senior associate Eileen Burgess alongside associates Sonali Sharma and Arnaldo Mitola.
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Original text here: https://www.aoshearman.com/en/news/ao-shearman-advises-arrangers-on-intrum-abs-sek-75billion-equity-raise
[Category: BizLaw/Legal]
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A&O Shearman advises arrangers on financing for Intrum AB's SEK 7.5 billion equity capital raise and EUR525 million senior secured notes issuance
A&O Shearman has advised Deutsche Bank and DNB Carnegie as underwriters and initial purchasers in connection with the SEK7.5bn equity capital raise by Intrum AB and the issuance of EUR525m of 7.00% senior secured notes due 2031 by its subsidiary Intrum Investments and Financing AB.
Intrum is Europe's leading provider of credit management services, operating ... Show Full Article LONDON, England, Aug. 11 -- A and O Shearman, a law firm, issued the following news: * * * A&O Shearman advises arrangers on financing for Intrum AB's SEK 7.5 billion equity capital raise and EUR525 million senior secured notes issuance A&O Shearman has advised Deutsche Bank and DNB Carnegie as underwriters and initial purchasers in connection with the SEK7.5bn equity capital raise by Intrum AB and the issuance of EUR525m of 7.00% senior secured notes due 2031 by its subsidiary Intrum Investments and Financing AB. Intrum is Europe's leading provider of credit management services, operatingin 20 markets. Intrum enables sustainable payments by combining technology, empathy, and a human-centered approach. Intrum is headquartered in Stockholm, Sweden and publicly listed on Nasdaq Stockholm.
Intrum's equity capital raise comprised a fully committed directed issue of shares of approximately SEK1.5bn to selected investors and a fully underwritten rights issue of approximately SEK6bn. The two legs of the equity raise were structured on an interlinked basis, with a majority of the investors participating in the directed issue also undertaking to provide guarantee commitments for the rights issue, thereby using the directed issue both to broaden institutional ownership of the company and to help secure the rights issue's full underwriting.
In addition to the offering of the new senior secured notes, the debt offering also involved a concurrent exchange offer for the issuer's EUR- and SEK-denominated 8.00% senior secured notes due 2027, with the proceeds of the new notes offering used to redeem in full any outstanding principal amount of such notes that were not tendered in the exchange offer.
Deutsche Bank and DNB Carnegie acted as joint global coordinators and joint bookrunners on the equity offering and joint global coordinators and joint physical bookrunners on the debt offering.
Jeff Hendrickson, partner at A&O Shearman, commented: "This was a complex, multi-layered transaction that required careful coordination across both the equity and debt components. We are delighted to have supported Deutsche Bank and DNB Carnegie in delivering a successful outcome for Intrum, enabling the company to strengthen its capital structure and position itself for continued growth."
The A&O Shearman team advising on the equity offering was led by partner Jeff Hendrickson in London and senior associate Katrien Wilmots alongside associate Arnaldo Mitola. The team advising on the debt offering was led by partner Brad Weyland and senior associate Eileen Burgess alongside associates Sonali Sharma and Arnaldo Mitola.
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Original text here: https://www.aoshearman.com/en/news/ao-shearman-advises-arrangers-on-intrum-abs-sek-75billion-equity-raise
[Category: BizLaw/Legal]