KeyBank, through the KeyBank Foundation, has announced a $500,000 investment in Say Yes Niagara Falls, marking the latest milestone in the bank’s long-standing commitment to expanding educational opportunity and strengthening communities across Western New York.
The funding will support the Niagara Falls Scholarship Endowment Fund, helping remove financial barriers for students in the Niagara Falls City School District pursuing college, certificate programs, or apprenticeship‑aligned credentials. As the largest contribution to the endowment to date, the grant moves the program significantly closer to its $20 million goal — ultimately establishing a “forever fund” for local students.
Empowering Niagara Falls Students for Generational Success
“This remarkable investment from KeyBank reflects a shared belief in the potential of Niagara Falls students,” said David Rust, CEO of Say Yes Buffalo. “This support brings us closer to our vision of creating a permanent endowment that ensures graduates of Niagara Falls High School have access to the opportunities they deserve.”
The Say Yes Niagara Falls partnership, modeled after the successful Say Yes Buffalo framework, is focused on creating a sustainable support system that increases high school and postsecondary graduation rates and equips students with the tools to build meaningful futures.
Strengthening the Region’s Talent Pipeline
KeyBank leaders emphasized the importance of investing in local talent and reducing financial barriers to higher education.
“Removing financial barriers so students can pursue college and career training is central to our mission of helping the communities we serve thrive,” said Michael McMahon, KeyBank Buffalo Market President.
“Every Niagara Falls student who dreams of college deserves the chance to say ‘yes.’ We’re honored to support Niagara Falls students and families as they turn aspiration into achievement,” added Chiwuike Owunwanne, KeyBank Buffalo Corporate Responsibility and Community Relations Officer.
A Legacy of Impact in Western New York
This effort builds on KeyBank’s broader history of community-driven philanthropy, economic mobility initiatives, and inclusive banking investments. Since 2017, KeyBank has invested more than $1.7 billion in Buffalo and Western New York, supporting affordable housing, small business and home lending, and transformational philanthropic initiatives.
ATLANTA, March 3, 2026 /3BL/ – CARE, the leading humanitarian organization dedicated to saving lives and defeating poverty, announced today Level the Playing Field, a multi-day campaign in celebration of International Women’s Day on Sunday, March 8. This year’s campaign, which includes an original PSA, live events, and advocacy outreach on Capitol Hill, invites audiences to take a simple and meaningful action to sign a pledge that supports leveling the playing field for women everywhere.
To kick off the campaign, CARE released a one-minute flagship PSA video recorded by three celebrated athletes and advocates for women and girls – Two-Time Olympian and Gold Medalist Jordan Chiles, World Cup Soccer Champion, Two-Time Olympic Gold Medalist, and Author Abby Wambach, and Two-Time World Cup Soccer Champion and Two-Time Olympic Gold Medalist Julie Foudy – that spotlights the unequal playing field for women and girls and the systemic barriers that hold them back. Watch here.
“Too often, women and girls are expected to push through barriers others never have to face. Across the communities where CARE works, we see firsthand how humanitarian crises disproportionately impact women and girls — undermining their economic security, health, and safety, and tilting the playing field even further out of their favor,” said Michelle Nunn, President and CEO of CARE. “Jordan, Abby, and Julie are exemplary leaders who have fought for equity in their sport and beyond, and having them join us to help ‘level the playing field’ worldwide will strengthen CARE’s efforts to remove barriers, expand opportunity, and ensure everyone can thrive — even in the face of crisis.”
To sign the pledge, learn more about CARE’s International Women’s Day campaign and join the conversation on how women’s leadership in every field shapes a fairer, more equitable world, visit care.org/pledge. Follow the organization on Facebook, Instagram, X, and YouTube.
In partnership with:
P&G returns as the presenting partner for CARE’s International Women’s Day, maker of trusted brands like Always, Olay, Pantene, Secret, and Tampax. Together, CARE and P&G work to foster educational and economic opportunities for women and girls around the world, and to improve access to clean drinking water and proper hygiene through the Children’s Safe Drinking Water Program.
Delta Air Lines returns as a leading sponsor, committed to championing women’s empowerment and gender equality by supporting programs that promote women in leadership, entrepreneurship, and sports. For 30 years, Delta’s partnership with CARE has helped elevate and create opportunities for women and girls around the world.
Welcome to the Party, the new bi-weekly podcast series hosted by Abby Wambach, Julie Foudy, and Billie Jean King, joins CARE as a media partner for International Women’s Day with a shared mission to celebrate and elevate women’s sports and women everywhere.
Additional partners include: Snap, Inc. and Cotopaxi.
About CARE Founded in 1945 with the creation of the CARE PACKAGE® box, CARE is a leading humanitarian organization fighting global poverty. CARE places special focus on working alongside women and girls. Equipped with the proper resources, women and girls have the power to lift whole families and entire communities out of poverty. In 2025, CARE worked in 121 countries, reaching 58.7 million people through 1,467 projects. To learn more, visit www.care.org.
CASE Construction Equipment, a brand of CNH, is doubling down at CONEXPO-CON/AGG 2026, March 3-7 in Las Vegas with an impressive machine lineup purpose-built to help crews work smarter, safer and more efficiently than ever before. The company will feature more than 40 machines across 40,000 square feet in West Hall booth #W40701, highlighting nearly 20 new or upgraded models. The display will offer contractors, municipal crews, utility teams, landscapers and rental businesses of every size a first-hand look at CASE’s game-changing innovations in equipment, technology and attachments to take on today’s toughest jobs.
Highlights include new D Series 3-ton mini excavators, a new midi excavator and new models to the E Series full-sized excavator lineup — showcasing versatile attachment capabilities and CASE’s latest advancements in controls, connectivity and precision technology. Visitors can also see the latest addition to CASE’s growing list of electric equipment: the all-new TL100EV electric mini track loader, with ultra-quiet, emissions-free operation and the same performance as its diesel counterpart.
Powerful new G Series compact wheel loaders with operator-friendly cab improvements will be at the show, along with upgraded large wheel loaders featuring operator-assist features like AutoDig and rear object detection. Show attendees will also be able to preview new N Series dozers expected to arrive in late 2026, with big upgrades to performance management, visibility and the operator experience.
Alongside the new equipment, the trailblazing 580EV electric backhoe will also be on display, demonstrating CASE’s pioneering work in powerful, zero-emissions equipment for unique jobsite requirements.
When communities are tested by tragedy, recovery is not only about rebuilding—it’s about restoring hope, dignity, and a sense of belonging. In Los Angeles County, families impacted by the devastating wildfires of 2025 know this reality all too well. Entire neighborhoods were altered overnight, and for many communities like Altadena, the loss extended far beyond physical structures.
The LA Clippers, Habitat for Humanity, Nike and Comcast NBCUniversal came together to host the final of three home builds for LA County families whose lives were upended by the 2025 wildfires.
At Comcast NBCUniversal, we believe that strong teams build strong communities. That belief guided our partnership with Habitat for Humanity of Greater Los Angeles, NBA, the LA Clippers, and San Gabriel Valley Habitat for Humanity, as we came together to support more than 112 households rebuilding their lives after unimaginable loss.
Kathy Behrens, NBA President of Social Responsibility & Player Programs, kick off the day by welcoming hundreds of attendees and partners.
Our employee volunteers were central to this work. Over several months, and three community build days in October, December, and February, Comcast NBCUniversal employee volunteers worked alongside Clippers teammates and coaches, Habitat experts, and community members to construct homes, frame walls, assemble furniture, and create spaces where families can thrive. This direct hands-on support of families reinforced the idea that recovery is not something we do for communities, but with them. Our volunteers alongside Clippers players, coaches and NBA legends added an inspiring reminder that rebuilding is a shared responsibility, and that community extends far beyond team lines or corporate walls.
Volunteers assembling interior structures for homes.
This effort is deeply connected to Project UP, our comprehensive commitment to build a future of unlimited possibilities. Safe, stable housing is foundational to that commitment.
Dalila Wilson-Scott, Comcast NBCUniversal Foundation President, welcomes attendees and thanks partners for collaborating to make impact in the communities we serve.
The final community build and home unveiling took place at the 18th Annual NBA Carers All-Star Day of Service in Los Angeles. And two families — one from Los Angeles and one from the San Gabriel Valley — were recognized as the newest recipients of homes built through this effort. Hosting this milestone during a global celebration of sports underscored the spirit of teamwork and unity that defined the entire effort.
A volunteer applies primer to moulding during the rebuild efforts.
Our commitment to Los Angeles County will not end with the final build. Comcast NBCUniversal has a long-standing presence in California, and we remain dedicated to serving the communities where our employees live and work. From disaster recovery to workforce development and community partnerships, we continue to invest in initiatives that create lasting impact and advance opportunity for generations to come.
Local Habitat for Humanity CEOs Erin Rank and Bryan Wong express gratitude for helping Angelenos impacted by the 2025 wildfires.
We are incredibly proud of our employees who volunteered their time, skills, and hearts to this effort. Their dedication reflects the best of Comcast NBCUniversal and our shared values of service, impact, inclusion, and care. When we show up together—across companies, sectors, and communities—we don’t just rebuild homes. We help rebuild lives.
Former NBA Player Joakim Noah helps with painting materials.
Strong teams truly do build strong communities. And in Los Angeles, that strength is rising—one home, one family, and one partnership at a time.
Dalila Wilson-Scott, Chief Impact & Inclusion Officer, Comcast Corporation and President, Comcast NBCUniversal Foundation
Hilary Smith, EVP, Corporate Social Responsibility, NBCUniversal
About Comcast
Comcast Corporation (Nasdaq: CMCSA) is a global media and technology company. From the connectivity and platforms we provide, to the content and experiences we create, our businesses reach hundreds of millions of customers, viewers, and guests worldwide. We deliver world-class broadband, wireless, and video through Xfinity, Comcast Business, and Sky; produce, distribute, and stream leading entertainment, sports, and news through brands including NBC, Telemundo, Universal, Peacock, and Sky; and bring incredible theme parks and attractions to life through Universal Destinations & Experiences. Visit www.comcastcorporation.com for more information.
“Extreme winter weather just becomes your norm here,” says Brian Gould, Industry Segment Advisor, T-Mobile. “I love the snow but, sometimes, I feel like I’d be alright with moving somewhere I’d never have to see it again.”
As Gould looked at images of winter storm Fern, a storm that impacted millions in 34 states in January 2026, a familiar tension built. He knew better than most how extreme winter weather could affect a community after being at the forefront of emergency response during a historic blizzard just three years earlier in his home of Cheektowaga, New York.
Just days before Christmas in December 2022, with many residents on the roads for last-minute holiday shopping, a powerful blizzard struck Western New York, bringing a dangerous combination of heavy lake-effect snow, extreme winds and subzero wind chills.
“I remember sitting in the command center, hearing 911 calls of people having medical emergencies in their vehicles, knowing that if we didn’t get there, that person was likely going to die,” he says, reflecting on his time as a police chief.
As conditions worsened, police vehicles became stranded and power outages disrupted utilities, leaving some residents without heat. During the multi-day rescue operation, first responders were hampered by strained communication systems as the scale of the emergency intensified.
What I learned during the Buffalo blizzard is why I am here now: to ensure first responders’ voices are heard when it comes to having the lifesaving connectivity they need to do their jobs.
Brian Gould, Retired Police & Fire Chief, T-Mobile Industry Segment Advisor
“We were trying to coordinate across dozens of agencies, and it became incredibly difficult to keep people on the same page,” he says. “At the base of all of it with police, fire, highway crews, contractors and senior services was communication. And that became a major challenge during the storm.”
The event underscored how quickly emergencies can escalate and how critical real-time communication, coordination and preparedness are when every minute matters.
That’s why, after 30 years in public service in roles that span from 911 dispatcher, to volunteer fire chief and police chief in Cheektowaga, Gould is still focused on keeping people safe from the dangers of intense weather and helping first responders stay connected as a public safety strategist for T-Mobile, a role he’s had since 2023.
“It’s still service, it just looks a little different now,” he says. “I’m here to dig in, sit alongside first responders and make sure their technology works when they need it most. Serving the community has really formed who I am.”
That technology comes from T-Mobile’s modern and intelligent network. From self-healing infrastructure powered by AI and data to 5G enabled drones, satellite connectivity and prioritized 5G for first responders, T-Mobile is evolving what it means to be ready.
Gould says he and almost 50 retired police officers on T-Mobile’s public safety team, who have nearly 1,400 years of combined experience, inform the company on ways to best keep communities and first responders connected nationwide.
“Our approach is layered, because that’s the kind of redundancy needed during an emergency,” says Gould. “What I learned during the Buffalo blizzard is why I am here now: to ensure first responders’ voices are heard when it comes to having the lifesaving connectivity they need to do their jobs.”
The Technology Behind T-Mobile’s Public Safety Strategy
T-Priority: A dedicated 5G network slice designed specifically for public safety, providing first responders with the highest priority access, lower latency and faster speeds across all 5G bands, especially during times of congestion. T-Satellite: The nation’s first direct-to-cell satellite service, enabling emergency texting and essential data connectivity in areas with no traditional cell coverage. T-Satellite now powers data on popular apps like WhatsApp, Google Maps and AllTrails on most smartphones from the last four years. Self-Organizing Network (SON): An AI-powered system that continuously monitors the network and makes real-time adjustments — such as tilting antennas, rerouting traffic and conserving power to keep people connected during outages and emergencies.
Technology at the Forefront
While sitting in his car, with a steady snowfall now covering his windshield, Gould took a video call with members of his public safety team regarding plans for storm Fern, the focus being on helping people stay safe, connected and informed while T-Mobile coordinated with public safety and emergency management partners to assess their needs.
“I support both sides — helping T-Mobile understand what first responders actually need and helping them understand what’s possible with today’s technology.” Gould explains. “T-Mobile’s technology is way more advanced than what agencies have traditionally relied on.”
T-Priority is a key T-Mobile public safety solution that opened his eyes to the innovation that sets the company apart, he says. T-Priority features a dedicated 5G network slice that helps provide first responders with lower latency and faster speeds more consistently to give them the highest priority across all 5G bands.
That means the essential tools that agencies depend on every day, like smartphones, tablets, thermal imaging and radios, run on a network that keeps up with them, even during times of extreme congestion.
“We optimize traffic around to help keep emergency communications moving,” Gould explains. “It’s technology that also comes with someone like me to reach out and see how I can fix this challenge you’re experiencing so you can focus on doing your job in those most critical moments. It’s what I would have wanted for me and my team during the 2022 blizzard.”
He often explains to people that if you don’t see a T-Mobile satellite truck out during an emergency, it doesn’t mean the network isn’t up and running. Alternatives like the company’s Self-Organizing Network (SON) are at play, using AI and automation to remotely tilt antennas and reroute signals around outages more efficiently and safely in harsh conditions.
“I mean it when I say T-Mobile saw the future and built for it,” Gould says. “T-Satellite is an example of a unique T-Mobile solution that already has proven data. It’s wild to think there are more than 650 satellites orbiting over the United States that our compatible smartphones can automatically connect to.”
Gould says when you combine T-Mobile’s technological innovation with his team’s personalized service, you get solutions before, during and after a major event.
“It’s not just about how we show up in the events,” he says, “but also on our blue-sky days, when nothing is happening, the real work begins to make sure first responders understand what’s available before they ever even need it.”
How T-Mobile Responds When Disaster Strikes
T-Mobile’s expanded drone program supports emergency response by providing temporary coverage, situational awareness and aerial visibility — especially in areas inaccessible by ground vehicles.
Vehicles such as SatCOWs (Satellite Cell on Wheels) and SatCOLTs (Satellite Cell on Light Trucks) can be quickly deployed to restore coverage when infrastructure is damaged or overwhelmed.
Service Before and After the Storm
In January, as he and his teammates discussed strategies to meet the needs of communities in Fern’s wintery path, Gould reflected on how the philosophy of his work has remained intact as he transitioned careers.
“I was a Boy Scout and a lifeguard before I became a 911 dispatcher and then a firefighter and police officer. I honestly feel this was a natural next step in my journey to serve,” Gould explains. “I know firsthand how the decisions to equip teams with the right connectivity tools can make all the difference and my job now is to prove that we’re looking, we’re listening, we’re learning and we’re always striving to do better.”
Later, as he passed by his locker of tactical gear at the fire station where he is still an active volunteer firefighter responding to emergencies in his free time, he picked up his black helmet — just one of many hats he’s worn as a public servant and now at T-Mobile.
“What I love about my role at T-Mobile is I am here to understand what communities need and to support them, whether they’re T-Mobile customers or not,” he says. “We are going to be reaching out to the agencies and communities that are affected by disasters, offering to support them however we can. We’re here to help and we’re here to keep communities safe.”
For more on how T-Mobile is responding to winter storm Hernando check out updates here.
Following the European Commission’s approval of the Apparel & Footwear Product Environmental Footprint Category Rules (PEFCR) in 2025, industry leaders gathered in Madrid to explore what implementation will require in practice — and whether companies are ready.
Opening the session, Baptiste Carriere-Pradal, cofounder of 2B Policy, presented the foundations of the Apparel & Footwear PEFCR: a harmonized, science-based methodology built on Life Cycle Assessment (LCA). Structured around 16 environmental impact indicators, it enables brands to identify environmental hotspots across a product’s lifecycle. The methodology goes beyond carbon, incorporating durability, repairability, and duration of service, reinforcing a broader approach to product performance.
Moderated by Sónia Flotats, director of Move!, the panel that followed examined how the PEFCR connects to the evolving European regulatory framework.
Marina Prados Espínola, director at Policy Hub, framed the broader legislative landscape, noting that the Joint Research Centre (JRC) is conducting the Preparatory Study that will inform the Textile Delegated Act under the Ecodesign for Sustainable Products Regulation (ESPR). This study aims to define how environmental footprint information is measured and reported.
María Gonzalez-Torres, project officer at the European Commission, JRC, provided insight into the technical reasoning behind including footprint-based requirements alongside parameters such as durability and fiber composition. A footprint-based approach, she explained, allows regulators to capture impacts that single-attribute requirements alone may miss. The discussion also touched on comparative scoring approaches — assessing whether a product performs better or worse than the average — rather than relying solely on absolute values.
Bringing the industry perspective, Jeremy Lardeau, senior vice president of the Higg Index at Cascale, emphasized that the core challenge is no longer methodology, but implementation. While the PEFCR provides a strong scientific foundation, the real challenge lies in delivering the level of data and collaboration required to implement it meaningfully at scale.
Bridging the Industry Data Gap
A central theme of the discussion was the data availability challenge. While simplified footprint methodologies exist, they rely on minimal inputs and can miss supply chain complexity. The Apparel & Footwear PEFCR, by contrast, requires more granular product-level information, including detailed bills of materials and manufacturing data.
Many brands do not yet systematically collect or structure this data at the product level. Products are composed of multiple materials and components sourced across global supply chains, and much of the required information sits beyond a brand’s direct control. Meaningful implementation will require stronger data exchange and collaboration with manufacturers across tiers.
Lardeau highlighted the role of secondary databases in supporting Life Cycle Assessment. These datasets help fill primary data gaps and enable full product footprint calculations when supplier-level data is incomplete. However, they are not a substitute for improving primary data collection.
From Measurement to Collaboration
The conversation surfaced a key trade-off: precision versus scalability. More granular primary data improves accuracy but is harder to scale. Simplified approaches enable broader uptake, but risk losing nuance.
Ultimately, speakers agreed that footprint calculation alone will not drive transformation. The greatest opportunity for impact lies at the factory level, where improvements in energy use, material efficiency, and production practices can materially reduce environmental impact.
As Lardeau emphasized, one brand alone cannot shift the sector’s footprint. Long-term progress will depend on structured collaboration between brands and manufacturers, shared data, and tangible operational improvements.
The PEFCR defines what and how to measure. Turning that measurement into meaningful impact will depend on collective action.
From a Games delivery model centred on existing and temporary venues to programmes that promote active lifestyles and socio-economic development across mountain and urban areas, Milano Cortina 2026 is designed to deliver outstanding sport while creating lasting value for host communities.
Milano Cortina 2026’s iconic venues span Northern Italy, with 85 per cent of competition venues existing or temporary (11 of 13), significantly reducing the need for new construction.
More than 330 initiatives are inspiring healthy lifestyles and inclusion, including the Gen26 Education Programme (1.5 million students engaged) and Italia dei Giochi (which has involved over five million people).
According to estimates by Bocconi and Ca’ Foscari Universities, the Games are expected to generate over EUR 5 billion in net economic impact for Italy and create 36,000 new jobs.
For more than a century, the Olympic Winter Games have helped winter sport develop and deliver lasting benefits for host regions. Today, in the face of climate and socio-economic challenges, the Games are evolving. The IOC’s approach to Olympic legacy focuses on a more flexible model that maximises existing venues, reduces environmental impact and strengthens community resilience — and Milano Cortina 2026 reflects this evolution.
Designed around Northern Italy’s existing infrastructure, strong winter-sport heritage and clearly defined community priorities, Milano Cortina 2026 is not only about delivering outstanding sport but also about accelerating long-term development and strengthening resilience across both mountain and urban areas.
Milano Cortina 2026 spans Northern Italy’s iconic winter sports venues, with 85 per cent of competition venues existing or temporary, significantly reducing the need for new construction.
Eleven of the thirteen competition venues are existing or temporary, including established sites in Bormio, Val di Fiemme and Anterselva, which are continuing their legacy as world-class hosts of international events.
“By adapting to what already exists, the organisers are reducing environmental impact, leveraging proven local expertise, spreading opportunities across regions, and accelerating projects that meet community needs.” Arram Kim IOC Head of Legacy
Milano Cortina 2026 is also supporting active lifestyles and inclusion through initiatives designed to reach people of all ages.
For the first time, sport is now explicitly referenced in the Italian Constitution, creating a stronger foundation for increased investment in sport at both national and regional levels.
More than 330 initiatives are already promoting movement and well-being. Through the Gen26 Education Programme, 1.5 million students have engaged in Olympic and Paralympic activities. Italia dei Giochi , has involved more than five million people nationwide through community sport events.
Accelerating socio-economic development
The Games are supporting Northern Italy’s long-term development by accelerating existing regional plans– from urban regeneration in Milan to improvements in transport links, accessibility, electricity distribution and medical services in mountain communities.
“These were investments that were already part of our long-term plans. Thanks to the Games, all these investments were accelerated, and Italian citizens will benefit from them,” said Iacopo Mazzetti, Legacy Director of the Fondazione Milano Cortina 2026.
In Milan, the Olympic Village has transformed a former railway yard into a sustainable urban district, which is set to become student housing after the Games. In mountain areas, upgrades to electricity distribution systems and medical services are improving energy resilience of local communities.
According to estimates by Bocconi and Ca’ Foscari Universities, the Games are expected to generate over EUR 5 billion in net economic impact for Italy and create 36,000 new jobs. A post-Games report is planned to compare outcomes against these pre-Games estimates.
Through the Impact 2026 social procurement programme, more than EUR 1.77 million in Games-related procurement has been awarded to local social and micro-enterprises — supporting SMEs and helping create skills and jobs.
The legacy of this approach will extend beyond 2026, with the model also set to support the delivery of the Dolomiti Valtellina 2028 Winter Youth Olympic Games. The Games have also created opportunities for staff and volunteers to develop skills and experience can support future events.
“Volunteers are a fundamental heritage of Milano Cortina 2026,” said Iacopo Mazzetti. “More than 18,000 were trained, and they will benefit from it for their future lives, and also in the Italian sports system.”
From a Games delivery model centred on existing and temporary venues to programmes that promote active lifestyles and socio-economic development across mountain and urban areas, Milano Cortina 2026 is designed to deliver outstanding sport while creating lasting value for host communities.
Milano Cortina 2026’s iconic venues span Northern Italy, with 85 per cent of competition venues existing or temporary (11 of 13), significantly reducing the need for new construction.
More than 330 initiatives are inspiring healthy lifestyles and inclusion, including the Gen26 Education Programme (1.5 million students engaged) and Italia dei Giochi (which has involved over five million people).
According to estimates by Bocconi and Ca’ Foscari Universities, the Games are expected to generate over EUR 5 billion in net economic impact for Italy and create 36,000 new jobs.
For more than a century, the Olympic Winter Games have helped winter sport develop and deliver lasting benefits for host regions. Today, in the face of climate and socio-economic challenges, the Games are evolving. The IOC’s approach to Olympic legacy focuses on a more flexible model that maximises existing venues, reduces environmental impact and strengthens community resilience — and Milano Cortina 2026 reflects this evolution.
Designed around Northern Italy’s existing infrastructure, strong winter-sport heritage and clearly defined community priorities, Milano Cortina 2026 is not only about delivering outstanding sport but also about accelerating long-term development and strengthening resilience across both mountain and urban areas.
Milano Cortina 2026 spans Northern Italy’s iconic winter sports venues, with 85 per cent of competition venues existing or temporary, significantly reducing the need for new construction.
Eleven of the thirteen competition venues are existing or temporary, including established sites in Bormio, Val di Fiemme and Anterselva, which are continuing their legacy as world-class hosts of international events.
“By adapting to what already exists, the organisers are reducing environmental impact, leveraging proven local expertise, spreading opportunities across regions, and accelerating projects that meet community needs.” Arram Kim IOC Head of Legacy
Milano Cortina 2026 is also supporting active lifestyles and inclusion through initiatives designed to reach people of all ages.
For the first time, sport is now explicitly referenced in the Italian Constitution, creating a stronger foundation for increased investment in sport at both national and regional levels.
More than 330 initiatives are already promoting movement and well-being. Through the Gen26 Education Programme, 1.5 million students have engaged in Olympic and Paralympic activities. Italia dei Giochi , has involved more than five million people nationwide through community sport events.
Accelerating socio-economic development
The Games are supporting Northern Italy’s long-term development by accelerating existing regional plans– from urban regeneration in Milan to improvements in transport links, accessibility, electricity distribution and medical services in mountain communities.
“These were investments that were already part of our long-term plans. Thanks to the Games, all these investments were accelerated, and Italian citizens will benefit from them,” said Iacopo Mazzetti, Legacy Director of the Fondazione Milano Cortina 2026.
In Milan, the Olympic Village has transformed a former railway yard into a sustainable urban district, which is set to become student housing after the Games. In mountain areas, upgrades to electricity distribution systems and medical services are improving energy resilience of local communities.
According to estimates by Bocconi and Ca’ Foscari Universities, the Games are expected to generate over EUR 5 billion in net economic impact for Italy and create 36,000 new jobs. A post-Games report is planned to compare outcomes against these pre-Games estimates.
Through the Impact 2026 social procurement programme, more than EUR 1.77 million in Games-related procurement has been awarded to local social and micro-enterprises — supporting SMEs and helping create skills and jobs.
The legacy of this approach will extend beyond 2026, with the model also set to support the delivery of the Dolomiti Valtellina 2028 Winter Youth Olympic Games. The Games have also created opportunities for staff and volunteers to develop skills and experience can support future events.
“Volunteers are a fundamental heritage of Milano Cortina 2026,” said Iacopo Mazzetti. “More than 18,000 were trained, and they will benefit from it for their future lives, and also in the Italian sports system.”
From a Games delivery model centred on existing and temporary venues to programmes that promote active lifestyles and socio-economic development across mountain and urban areas, Milano Cortina 2026 is designed to deliver outstanding sport while creating lasting value for host communities.
Milano Cortina 2026’s iconic venues span Northern Italy, with 85 per cent of competition venues existing or temporary (11 of 13), significantly reducing the need for new construction.
More than 330 initiatives are inspiring healthy lifestyles and inclusion, including the Gen26 Education Programme (1.5 million students engaged) and Italia dei Giochi (which has involved over five million people).
According to estimates by Bocconi and Ca’ Foscari Universities, the Games are expected to generate over EUR 5 billion in net economic impact for Italy and create 36,000 new jobs.
For more than a century, the Olympic Winter Games have helped winter sport develop and deliver lasting benefits for host regions. Today, in the face of climate and socio-economic challenges, the Games are evolving. The IOC’s approach to Olympic legacy focuses on a more flexible model that maximises existing venues, reduces environmental impact and strengthens community resilience — and Milano Cortina 2026 reflects this evolution.
Designed around Northern Italy’s existing infrastructure, strong winter-sport heritage and clearly defined community priorities, Milano Cortina 2026 is not only about delivering outstanding sport but also about accelerating long-term development and strengthening resilience across both mountain and urban areas.
Milano Cortina 2026 spans Northern Italy’s iconic winter sports venues, with 85 per cent of competition venues existing or temporary, significantly reducing the need for new construction.
Eleven of the thirteen competition venues are existing or temporary, including established sites in Bormio, Val di Fiemme and Anterselva, which are continuing their legacy as world-class hosts of international events.
“By adapting to what already exists, the organisers are reducing environmental impact, leveraging proven local expertise, spreading opportunities across regions, and accelerating projects that meet community needs.” Arram Kim IOC Head of Legacy
Milano Cortina 2026 is also supporting active lifestyles and inclusion through initiatives designed to reach people of all ages.
For the first time, sport is now explicitly referenced in the Italian Constitution, creating a stronger foundation for increased investment in sport at both national and regional levels.
More than 330 initiatives are already promoting movement and well-being. Through the Gen26 Education Programme, 1.5 million students have engaged in Olympic and Paralympic activities. Italia dei Giochi , has involved more than five million people nationwide through community sport events.
Accelerating socio-economic development
The Games are supporting Northern Italy’s long-term development by accelerating existing regional plans– from urban regeneration in Milan to improvements in transport links, accessibility, electricity distribution and medical services in mountain communities.
“These were investments that were already part of our long-term plans. Thanks to the Games, all these investments were accelerated, and Italian citizens will benefit from them,” said Iacopo Mazzetti, Legacy Director of the Fondazione Milano Cortina 2026.
In Milan, the Olympic Village has transformed a former railway yard into a sustainable urban district, which is set to become student housing after the Games. In mountain areas, upgrades to electricity distribution systems and medical services are improving energy resilience of local communities.
According to estimates by Bocconi and Ca’ Foscari Universities, the Games are expected to generate over EUR 5 billion in net economic impact for Italy and create 36,000 new jobs. A post-Games report is planned to compare outcomes against these pre-Games estimates.
Through the Impact 2026 social procurement programme, more than EUR 1.77 million in Games-related procurement has been awarded to local social and micro-enterprises — supporting SMEs and helping create skills and jobs.
The legacy of this approach will extend beyond 2026, with the model also set to support the delivery of the Dolomiti Valtellina 2028 Winter Youth Olympic Games. The Games have also created opportunities for staff and volunteers to develop skills and experience can support future events.
“Volunteers are a fundamental heritage of Milano Cortina 2026,” said Iacopo Mazzetti. “More than 18,000 were trained, and they will benefit from it for their future lives, and also in the Italian sports system.”
In a ceremony at The Londoner Macao® on Nov. 17, Sands China officially launched the Sands Responsible Gaming Academy, a specialized venture under the Sands China Academy for training and development.
The academy will promote responsible gaming principles and practices across the Macao community, enhance Team Member education around responsible gaming, and help Macao build a more robust and sustainable responsible gaming environment.
Sands China also announced a collaboration with the University of Macau to strengthen industry-academia cooperation, with emphasis on research exchange, talent cultivation and local program implementation to align with the Macao SAR Government’s policies to promote public education and enhance societal understanding of responsible gaming.
“Sands China regards Macao as its home and is firmly committed to fulfilling its corporate social responsibility – promoting responsible gaming is therefore our mission, as we strive to foster a healthy environment and contribute to Macao’s sustainable development,” Dr. Wilfred Wong, executive vice chairman of Sands China, said. “We will continue to work hand in hand with all sectors of society to promote Macao’s responsible gaming culture, cultivate more outstanding talent, raise industry standards, and contribute to the long-term development of Macao’s community and the tourism and leisure industry.”
The November ceremony also featured a certificate presentation to graduates of the RG360 Macau Responsible Gaming Specialist Ambassador Course, a collaborative offering from Sands China and the University of Macau’s Institute for the Study of Commercial Gaming (ISCG).
Launched in 2023, the first-in-market training program, specifically customized for Macao, helps frontline workers increase their knowledge of gambling disorders and ways to assist guests.
The course covers three areas: identifying responsible gaming scenarios and applying appropriate intervention methods; strengthening cross-cultural communication skills to support guests from diverse backgrounds; and enhancing case-handling and communication abilities through scenario-based exercises.
Each element of the responsible gaming ceremony represented the strong foundation Sands China has established in responsible gaming education. Beyond Team Member training, the company also conducts a number of activities to extend awareness of responsible gaming to Team Member families, guests and the local community.
For example, in August Sands China hosted a Responsible Gaming Parent-Child Happy Carnival at The Londoner Macao® in partnership with five local nongovernmental organizations. Held for the third year, the event offered Team Members and their families fun and interactive activities to educate about good financial habits.
In addition, Sands China facilitates community workshops, road shows and public education campaigns to raise awareness about responsible gaming and has donated more than $1.1 million for responsible gaming research and educational programs since 2006.
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