Youth Central is building tomorrow’s leaders by offering barrier-free volunteer opportunities

“At the root of the organization has always been a desire to create a welcoming and safe space for young people in Calgary.”

Through its Youth Volunteer Corps (YVC) program, Youth Central is offering a way for young Calgarians to give back to their community while building essential life skills in the process.

“Youth can sign up to join our database and see hundreds of volunteer projects at their fingertips,” says Michelle Hodgins, Communications and Philanthropy Coordinator, Youth Central. “The idea is to be able to volunteer as much or as little as you like with the causes you care about.”

Established in 1993, the YVC program aims to engage youth aged 12 to 18 in group-based experiences that inspire a lifetime ethic of service.

The program shows only signs of momentum for the near future, with volunteer demand increasing by 40% over the past year and more than 1,500 youth currently signed up. Projects are typically sourced from Youth Central’s 90-agency local partner network, granting youth volunteers the option to do anything from working with seniors to staffing a children’s day camp.

Some more season-appropriate volunteer opportunities include helping to wrap gifts over the holidays, assisting in decorating a senior’s home or making dog toys at the Calgary Humane Society.

“Through these projects, youth are developing crucial skills like time management, communication, and teamwork,” says Hodgins. “It’s more than just something good to do for the community—youth volunteers are learning to become leaders.”

Youth Central works to break down barriers and provide meaningful opportunities for young people to engage in volunteering and become community leaders. All volunteer opportunities are vetted by Youth Central, and all projects are staffed by a university-aged student who leads the group through its volunteer activity.

“By including young people and encouraging them to participate, it makes the community better for everybody,” says Hodgins.

This year, Enbridge gave a $20,000 Fueling Futures donation to Youth Central as part of our commitment to building vibrant communities near our operations. The funding supports the YVC program, enabling the organization to add staff and enhance its reporting abilities.

Enbridge has supported the YVC program since 2020.

“We take an equity lens with everything,” says Hodgins. “The funding helps to make sure that youth aren’t restricted from participating in volunteer opportunities due to things like transportation or language barriers.”

More than 22,300 volunteer hours were completed under the YVC program last year, almost doubling its 2021 total. Youth Central is always welcoming volunteers to join its network in Calgary.

“Working directly with young people and seeing the world through their eyes always inspires me,” says Hodgins. “Seeing their enthusiasm for change and their ability to problem solve in new ways is the best part of the job.”

Maximus 2023 Racial Equity Audit

In response to a shareholder proposal at our 2022 annual meeting, Maximus engaged Wilmer Cutler Pickering Hale and Dorr LLP (WilmerHale) to conduct a racial equity audit. This initiative, receiving strong support from our shareholders, was an opportunity to critically examine our company’s impacts on non-White stakeholders and Communities of Color, and to broaden our perspective on racial equity.

Spanning more than one year, the audit involved numerous interviews and a thorough review of hundreds of documents. This deep dive allowed us to go beyond the initial shareholder proposal, exploring a wider range of topics that impact racial equity.

This audit helped spur meaningful conversations about what more we can do in addition to the intentional work that was already underway. The WilmerHale team has highlighted ways we can better engage our employees on topics of racial equity at every level of our organization.

We are proud to share key findings from this in-depth audit:

We have implemented a variety of programs and initiatives to foster connection among our employees, provide professional development opportunities, and promote fair and equitable talent acquisition and talent management practices.We are committed to delivering high-quality services to our customers, many of whom live in underserved communities.We have created an infrastructure to leverage the support of leaders across the business and to obtain employee input regarding DE&I issues.We are committed to fostering an open and inclusive work environment and strive to understand and respond to employees’ concerns.We are increasing the impact of our philanthropic efforts on underserved communities through strategic changes to the Maximus Foundation.

Maximus has made tremendous strides in our DE&I journey that centers on racial and gender equity, but we also know this journey is ongoing. There are opportunities in areas where we need more maturity and intentionality. We are committed to staying the course and will continue to learn, collect and review data, and, most importantly, listen to our employees.

The recommendations will be implemented using the same processes and strong governance that have made our programs successful thus far. Given the cross-functional nature of the work to be done, support will be provided by various corporate and operations teams throughout the organization, with periodic reporting to leadership and the Board of Directors.

“Maximus has made incredible progress in recent years with DE&I, and we intend to continue our journey. We are proud that WilmerHale’s racial equity audit recognizes our efforts to date and appreciate their thoughtful recommendations to continue promoting DE&I at Maximus. We are committed to continuing our learning, measuring our progress, and, most importantly, listening to our employees. We are grateful for the contributions of many to this audit, the important findings, and what we have learned.” — Dr. Arvenita Washington Cherry, Vice President, DE&I

Learn the full details of Maximus’ Racial Equity Audit

ROTTERDAM, Netherlands, January 22, 2024 /3BL/ – LyondellBasell (LYB) has been selected to receive a €40 million grant from the European Union (EU) Innovation Fund. The grant will support the fully-electrified, industrial-scale advanced recycling demonstration plant the company plans to build at its Wesseling, Germany site. The company’s MoReTec plant is one of the 41 projects selected in the EU Innovation Fund ‘Third Call for Large Scale Projects’. The EU is committing EUR 3.6 billion as part of its efforts to fund innovative clean-tech projects to support decarbonization.

“We are delighted with the EU Innovation Fund support for the development of our MoReTec technology,” said Jim Seward, EVP and Chief Innovation Officer. “Investing in our first industrial-scale advanced recycling demonstration plant will provide us with valuable operating experience and additional technological know-how needed to scale-up and fully commercialize our MoReTec technology.”

The company’s MoReTec technology demonstrates a high level of innovation in the recycling of polyolefin waste to produce pyrolysis oil and pyrolysis gas. Pyrolysis oil is a substitute for fossil-based materials used in polymer production. Typically, pyrolysis gas streams are consumed as a fuel, however, the MoReTec technology enables the pyrolysis gas to be recovered as well, contributing to the production of polymer and displacing fossil-based feedstocks, which reduces CO2 emissions.

The technology incorporates electrification of the core reaction process, making it possible for the unit to operate completely on renewable electricity. Scalable single train design along with low operating temperatures resulting from the use of catalysts and innovative heat transfer design are additional advantages of this differential technology.

These advantages enable the MoReTec technology to achieve high plastic to plastic conversion rates, helping increase the circularity of plastic waste.

The MoReTec demonstration plant in Germany will convert post-consumer plastic waste into feedstock for the production of new plastic materials to be offered under the company’s CirculenRevive brand. CirculenRevive products offer solutions for a wide range of applications, including medical and food packaging. The MoReTec plant in Wesseling will have an annual processing capacity equivalent to the amount of plastic packaging waste generated by over 1.2 million German citizens per year. The MoReTec plant is planned to be started-up in 2026.

The Innovation Fund is one of the world’s largest funding programs for the demonstration and commercialization of innovative low-carbon technologies. It is one of the key tools of the European Green Deal Industrial Plan and is financed by revenues from the auctioning of allowances from the EU Emissions Trading System (EU ETS).

About LyondellBasell

We are LyondellBasell (NYSE: LYB) – a leader in the global chemical industry creating solutions for everyday sustainable living. Through advanced technology and focused investments, we are enabling a circular and low carbon economy. Across all we do, we aim to unlock value for our customers, investors and society. As one of the world’s largest producers of polymers and a leader in polyolefin technologies, we develop, manufacture and market high-quality and innovative products for applications ranging from sustainable transportation and food safety to clean water and quality healthcare. For more information, please visit www.lyondellbasell.com or follow @LyondellBasell on LinkedIn.

Contact: 
Andreas Anker, Director, Circularity Strategy & Integration 
Email: andreas.anker@lyb.com 
Tel. : +49 2236 72 1595

DISCLAIMER

Funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or the European Climate, Infrastructure and Environment Executive Agency. Neither the European Union nor the granting authority can be held responsible for them.

FORWARD-LOOKING STATEMENTS

The statements in this release relating to matters that are not historical facts are forward-looking statements. These forward-looking statements are based upon assumptions of management of LyondellBasell which are believed to be reasonable at the time made and are subject to significant risks and uncertainties. Actual results could differ materially based on factors including, but not limited to, our ability to meet our sustainability goals, including the ability to increase production of recycled and renewable-based polymers; the successful implementation of growth plans; and the successful construction and operation of the facilities described in this release. Additional factors that could cause results to differ materially from those described in the forward-looking statements can be found in the “Risk Factors” section of our Form 10-K for the year ended December 31, 2022, which can be found at www.LyondellBasell.com on the Investor Relations page and on the Securities and Exchange Commission’s website at www.sec.gov.

Hot off the press from HARMAN EXPLORE in Las Vegas! Tune in to find out what will be driving the audio business in 2024: what are the trends, what do consumers want and what new products and features can we look forward to?

Host Oisin Lunny is joined by two experts to discuss all things audio. Evelyn Heinbach, Vice President, Corporate Strategy – Lifestyle Division HARMAN and Carsten Olesen, President Consumer Audio at HARMAN. The episode kicks off with Guy Hammett, Senior Market Analyst at Futuresource Consulting who shares some insights into the audio market of 2024.

Listen Here

Looking for more? Subscribe to the Audio Talk podcast on Apple, Spotify, Google, Podimo and Deezer.

About this podcast

Audio Talks. A podcast on all things audio presented to you by HARMAN and our family of audio brands including JBL, Harman Kardon and AKG. Host Oisin Lunny, music journalist and audio enthusiast, will interview expert guests, legends of the music industry and audio scientists to discuss the power of music and audio in all its facets. New episode bi-weekly every Thursday.

Eaton earns perfect score on Human Rights Campaign Foundation’s Corporate Equality Index for the eighth time and Equality 100 Award: Leader in LGBTQ+ Workplace InclusionEaton named one of America’s Greatest Workplaces for Diversity in Newsweek for the second year in a row, earning five out of five stars

DUBLIN, January 22, 2024 /3BL/ – Intelligent power management company Eaton (NYSE:ETN) announced it was recently recognized by two prestigious organizations for its deep commitment to delivering an inclusive employee experience. First, Eaton achieved a 100% on the Human Rights Campaign Foundation’s 2023-2024 Corporate Equality Index (CEI). Second, Newsweek once again named Eaton one of America’s Greatest Workplaces for Diversity. Eaton believes inclusive behaviors drive innovation and growth, enable high-performing teams and deliver confidence to stakeholders that they are engaging with a sustainable, socially responsible company.

The CEI, an annual benchmark for workplace equality, reflects how U.S.-based companies promote LGBTQ+-friendly workplace policies in the U.S. and abroad. It measures areas such as non-discrimination policies, equitable benefits, culture and corporate social responsibility. By satisfying all of the CEI’s criteria this year, Eaton earned the Human Rights Campaign Foundation’s Equality 100 Award: Leader in LGBTQ+ Workplace Inclusion.   

Scoring for America’s Greatest Workplaces for Diversity is based on publicly available data, interviews with Human Resources professionals, press and anonymous online employee surveys at companies with more than 1,000 employees. Researchers also considered more than 21 Key Performance Indicators (KPIs) such as diversity ratio, diversity reviews and information from social media platforms.

“These latest recognitions reflect our commitment to being a model for inclusion and diversity in our industry,” said Cindy Fisher, vice president, Global Inclusion and Diversity, Eaton. “We are passionate about this important work because we know that it makes us stronger as individuals and as a company. We also know there is more work to do.”

The recognitions mark the latest in Eaton’s inclusion and diversity journey. For the past three years, Eaton was named a Best Place to Work for Disability Inclusion, earning 100 out of 100 on the 2023 Disability Equality Index (DEI). In Mexico, Eaton was certified as a Best LGBTQ+ Place to Work and Age-Friendly Employer™ for 2024. To read more on Eaton’s journey, visit the latest Global Inclusion and Diversity Transparency Report. A list of current job openings can be found here.

Eaton is an intelligent power management company dedicated to improving the quality of life and protecting the environment for people everywhere. We are guided by our commitment to do business right, to operate sustainably and to help our customers manage power ─ today and well into the future. By capitalizing on the global growth trends of electrification and digitalization, we’re accelerating the planet’s transition to renewable energy, helping to solve the world’s most urgent power management challenges, and doing what’s best for our stakeholders and all of society.

Eaton was founded in 1911 and has been listed on the New York Stock Exchange for more than a century. We reported revenues of $20.8 billion in 2022 and serve customers in more than 170 countries. For more information, visit www.eaton.com. Follow us on LinkedIn.

Contact:
Drew Horansky
+1 (216) 523-4306
DrewAHoransky@Eaton.com

###

Originally published on bloomberg.com

India is one of the fastest-growing economies in the world. Still, economic development is often uneven, significantly impacting the estimated two million children living on India’s streets.

At Bloomberg, we support organizations that fund education and programs that help provide young people with opportunities for a brighter future — an ethos championed by our founder, Mike Bloomberg, and his belief in the importance of education for all.

Bloomberg has partnered with Magic Bus India Foundation for almost two decades, a non-governmental organization that aims to educate and empower children through mentorship and coaching. As part of this partnership, Bloomberg employees regularly mentor youth in Mumbai through Magic Bus’ Livelihood Programme, equipping them with skills that better prepare them for employment and contributing to their overall personal and professional development.

This year, Bloomberg also sponsored Magic Bus’ participation in the Street Child Cricket World Cup (SCCWC), which brings together children from underserved communities worldwide for a fun-filled cricket championship.

SCCWC strives to be more than just a showcase of sporting talent, with the tournament also serving as an opportunity for kids growing up in extreme poverty to share their experiences and advocate for support and resources throughout their lives.

The second running of the tournament took place in Chennai in September 2023 and saw 19 teams from 14 countries — including India, Bangladesh, Brazil, England, Hungary, Nepal and Tanzania — coming together in a wonderful display of skill and camaraderie.

“Through the partnership with Magic Bus, we’ve had the opportunity to impact many young lives,” says Rajiv Mirwani, Head of South Asia Sales at Bloomberg. “This initiative complements Bloomberg’s ethos by combining mentorship and sport and driving towards educational outcomes. It’s a terrific initiative for us as a company, and we’re truly proud to support Magic Bus here in India.”

Learn more about Magic Bus and its work here and Bloomberg’s Corporate Philanthropy initiatives here.

KeyBank Community Development Lending and Investment (CDLI) in partnership with the Urban Investment Group (UIG) within Goldman Sachs Asset Management, invested $135.6 million of 4% Federal LIHTC Equity and provided a $200 million construction loan for the planned renovation of Andrews Terrace, in Rochester, New York. Additionally, KeyBank Commercial Mortgage Group closed $73.1 million Fannie MTEB and KeyBanc Capital Markets underwrote $163 million of tax-exempt bonds for this project.  Conifer Realty, LLC (Conifer), a Rochester based nationally ranked, full-service real estate company specializing in the development, construction, management, and ownership of high-quality, affordable housing communities, is partnering with Community Preservation Partners (CPP), a mission-driven affordable housing preservation developer,, on this project. 

This iconic 526-apartment building complex on Rochester’s waterfront provides housing for low-income senior (62+) and disabled residents and their families.

“KeyBank has had a steadfast commitment helping the clients and communities we serve thrive,” said Rob Likes,  President of KeyBank’s CDLI team. “We are deeply committed to helping underserved populations and are proud to partner with Conifer Realty and Community Preservation Partners to renovate, safe and decent affordable housing for low-income seniors and disabled residents.”

“We are excited to partner with Conifer Realty and Community Preservation Partners to revitalize Andrews Terrace, which provides a critical supply of affordable housing to Downtown Rochester. Our investment will help existing and new residents access safe, affordable housing and critical on-site services. We look forward to the lasting impact on the community of this next chapter in Andrews Terrace’s nearly 50-year history,” said Scott Maxfield, a Managing Director in the Urban Investment Group within Goldman Sachs Asset Management. 

The capital investment will have significant impact on the community and its residents as it preserves a much-needed affordable housing asset that sits within historical nexus of redlining and disinvestment within downtown Rochester .  This iconic 526-apartment building complex on Rochester’s waterfront built in 1975, and located at 125 St. Paul Street, Andrews Terrace consists of two 19- to 22-story elevator-served residential buildings containing 526 studio, one-, and two-bedroom apartments. Preservation of this unique 557,602 square-foot downtown development, designed in the “brutalist” architectural style, will complement Rochester’s ROC the Riverway Program, a unified plan which includes dozens of transformational projects along the Genesee River to revitalize and leverage public and private investment that support critical community infrastructure and spur economic development and job creation.  In recent years, the development has faced capital repair and maintenance challenges beyond what the operating budget could cover. In response to this, Andrews Terrace will receive extensive renovations estimated at $101 million, with a total project investment of approximately $335 million.  

Most of the residents benefit from rental payment assistance under an existing Section 8 Housing Assistance Payment (HAP) contract, Andrews Terrace currently has 496 of its apartments reserved for residents earning an Average Medium Income (AMI) of 50% or less, with 30 apartments set at 60% or less of AMI.   In addition to the extensive renovations and in unit improvements on site there is also an extensive resident focused social services program.  The supportive service plan provides two (2) full time service coordinators on site who will be available to provide referrals to agencies such as LIHEAP (provides assistance to residents for payment of utilities), and other assistance programs to address food scarcity like food stamps and  food banks. In addition, will plan and coordinate holiday events, implement support systems and design activities that appeal to the residents. 

“We are grateful for KeyBank’s investment and commitment to creating high-quality, affordable housing communities, “said Vice President of CPP East, John Fraser. “Like many communities we serve across the nation, there is a significant need for affordable housing in Rochester, so we’re excited to preserve this iconic affordable housing development for years to come. “

“KeyBank and Goldman executed flawlessly on the financing,” said Ari Shachter, Director of Acquisitions, and project lead for Conifer. “We appreciate the depth and breadth of Key’s financing capabilities which were needed for the project. Andrews Terrace is a landmark and an important part of the community.”

All apartments will receive considerable kitchen upgrades including new countertops, painting, new appliances, fixtures, and cabinets. Bathrooms will also be refurbished with the installation of new fixtures, vanity, and wainscotting. Once completed, 5% of the community’s apartments will be brought into ADA compliance.

Common areas, including the lobby, community room, management office, maintenance shop, and parking garage, will be renovated with drywall repairs, painting, new flooring, and HVAC upgrades, as needed. 

There will also be several new outdoor additions to the community including a community garden on the property’s terrace, grandparents’ playground, a seating and grilling area, and bocce ball courts. Indoor amenities will include a fitness room, game room, reading nook, and two community rooms with serve-in kitchens. New mailboxes with parcel boxes will also be installed.

Additionally, elevators and electrical and plumbing systems will be upgraded. The building’s signature cantilevered balconies and connecting outdoor breezeways will be fully restored and upgraded with new finish coating, bringing them back to their historical glory. Windows and select doors will be replaced, and the façade will receive concrete and masonry repairs. 

Eric Steinberg, Jonathan Wittkopf, Anna Belanger, Robbie Lynn, and Celia Smoot of KeyBank CDLI arranged the debt and equity financing for the project. Sam Adams of KeyBanc Capital Markets underwrote the bonds. 

WHAT

Whole Cities, dedicated to broadening community access to fresh food and nutrition education, has opened its annual Newark Fresh, Healthy Food Access Grant window to offer financial support to locally led organizations with fresh, healthy food access and nutrition education initiatives. Today through February 19, 2024, organizations based in Newark, NJ are invited to apply for funding between $5,000 and $20,000 each.

WHY

Through Whole Cities’ Newark Fresh, Healthy Food Access Grant program, locally led organizations receive funding to grow the local food system and improve community health across all five wards in Newark.

WHEN: 

The application window is open now through Monday, February 19, 2024.

WHERE: 

Applicants can apply online at wholecitiesfoundation.org/grants/newark-nj.

DETAILS: 

Since launching the Newark Fresh, Healthy Food Access Grant program in 2017, Whole Cities has awarded more than $1 million to 33 locally led organizations throughout Newark’s five wards and has provided financial backing for additional opportunities shaped by the goals and requests of its grant partners. Grant recipients have included community gardens, urban farms, farmers’ markets, mobile markets, healthy cooking classes, nutrition education programs, agriculture-skills development programs, and a SNAP incentive project. Both new and previous grant partners are encouraged to apply. Grants will be awarded in May 2024. To learn more about Whole Cities’ Newark Fresh, Healthy Food Access Grant program including eligibility details and past grant partners, visit: wholecitiesfoundation.org/grants/newark-nj.

###

About Whole Cities

Whole Cities is on a mission to improve individual and community health through collaborative partnerships, education, and broader access to nutritious food. Whole Cities is a project of Whole Foods Market Foundation, a registered 501(c)(3) non-profit based in Austin, Texas. For more information on Whole Cities and its programs, visit wholecitiesfoundation.org. For ongoing news and updates, follow Whole Cities on Facebook, Instagram, Twitter or LinkedIn.

International Olympic Committee news

Alpine resorts covered with barren slopes in the peak winter season. Glaciers continuing to melt away. Rising temperatures making skiing and other snow sports virtually impossible.

This scenario is already playing out in parts of the world as climate change threatens the winter sports landscape and poses daunting challenges for the future of the Olympic Winter Games.

As the International Olympic Committee (IOC) celebrates the 100th anniversary of the Olympic Winter Games, which began in Chamonix in 1924, concerns are mounting over the long-term impact that global warming will have on the world’s greatest snow and ice sports festival.

With greenhouse gas emissions causing a steady rise in world temperatures, studies indicate that the warming weather will sharply curtail the number of sites capable of hosting future Olympic Winter and Paralympic Games.

“We need to address very quickly this dramatic impact of climate change on winter sport,’’ IOC President Thomas Bach said at the 141st IOC Session in Mumbai, India, in October. “By mid-century, there will remain practically just 10-12 NOCs (National Olympic Committees) who could host these snow events.”

With no time to waste, the IOC is working to identify climate-reliable and infrastructure ready Games locations to ensure that the world’s top skiers, snowboarders, biathletes and sliders can compete in optimal conditions in the decades to come.

The IOC is also considering other measures to protect the Olympic Winter Games: a dual allocation of the 2030 and 2034 editions, rotation of the Games among a permanent pool of hosts, and the creation of a decentralised hosting model to reduce the costs of the Games.

“There is no doubt that we are facing great challenges, and our goal is to ensure that we can continue to host successful Olympic Winter Games in the future,’’ said Karl Stoss, Chair of the IOC’s Future Host Commission for the Olympic Winter Games. “Each challenge means risks and opportunities.”

Finding Olympic Winter Games locations with the right combination of geography, venues, financial backing and climate conditions was already tough enough.

Now, with the list of potential hosts expected to dwindle to a select few, the task becomes even more pressing.

There is no doubt that we are facing great challenges, and our goal is to ensure that we can continue to host successful Olympic Winter Games in the future.

Karl Stoss
Chair of the IOC’s Future Host Commission for the Olympic Winter Games

“I don’t think there is a Doomsday scenario where we say, ‘OK, by 2050 no more Olympic Winter Games’,’’ said Christophe Dubi, the IOC’s Olympic Games Executive Director. “But the Games will have had to have adapted themselves to the conditions at that point in time.”

That means finding solutions now to safeguard the Games in the long run.

“Sometimes the period you are in requires longer-time thinking and sometimes it’s immediate actions that are needed,” Dubi said. “I think for the Winter Olympics we are at a point where both are needed. We need to find some really compellingevolutions for the immediate future.”

New approach: double allocation for 2030 and 2034

In December 2022, the IOC Executive Board (EB) paused the bidding race for the 2030 Games, saying more time was needed to study the impact of climate change and other factors on the future of the Games.

The EB recommended that the IOC targets future potential hosts that use, if possible, only existing or temporary venues and offer snow sports venues that would be climate-reliable until at least 2050, with projected average temperatures below 0 degrees Celsius during the Games period.

In addition, the EB said the IOC should consider a dual award of the 2030 and 2034 Games, and study a possible rotation system for the Games.

Ten months later, those issues came to the fore at the Session in Mumbai, with IOC Members approving in principle a proposed double 2030-2034 election in 2024, provided the appropriate conditions exist.

The proposal, which was endorsed by the leaders of all seven Olympic Winter International Federations (IFs), was backed by a show of hands. The IOC received strong expressions of interest from several potential hosts, including France and Sweden for 2030, Salt Lake City, Utah for 2030 or 2034, and Switzerland for a non-edition-specific project, Switzerland 203X.

On 29 November, following a recommendation by the Future Host Commission for the Olympic Winter Games, the EB invited the French National Olympic Committee (CNOSF) and the US Olympic and Paralympic Committee (USOPC) into Targeted Dialogues towards hosting the Olympic and Paralympic Winter Games 2030 in the French Alps, and the 2034 edition in Salt Lake City, Utah.

In addition, the EB decided to grant the non-edition-specific project, Switzerland 203X, a special status by inviting it into a “Privileged Dialogue” for the Olympic and Paralympic Winter Games 2038.

“The Commission members were deeply impressed by all the projects’ technical excellence, passion for Olympic winter sport and commitment to the sustainability principles of Olympic Agenda 2020+5,” Stoss said. “What really stood out about the French Alps and Salt Lake City, Utah projects was their vision for the athlete experience, their alignment with regional and national socio-economic development plans, and their very strong support from the public and from all levels of government.

“The Commission felt strongly that the other Interested Parties would benefit from more time to optimise the athlete experience of their future Games, and to continue to build on their burgeoning foundations of public and political support. Switzerland 203X has great potential, with its project aligned with Olympic Agenda 2020+5 and the principles of sustainability, cost reduction, environmental protection and legacy.”

The IOC will now start more detailed discussions with the Preferred Hosts, led by their NOCs, with the aim of awarding editions at the 142nd IOC Session in July in Paris.

But this is only a beginning. With a view on the future, the Commission will continue to explore a possible Olympic Winter Games rotation, an unprecedented move that would see the Games circulate among a select pool of climate-reliable locations in Europe, North America and Asia.

While the idea of rotation may sound simple, it also raises a number of tricky questions. How many countries or regions would be part of the rotation? How soon would the Games return to a particular site? Would the Games go back to exactly the same location each time? Would they go back to the same country or a certain number of countries?

Would venues and infrastructure outlive their life cycles? Would they need to be refurbished between rotations? Would a host nation or region necessarily want the Games to return? “It’s not as easy as to say, ‘OK, every 20 years we go back exactly to the same location with the same people, the same name and everything else’,” Dubi said. “Simply because at some point maybe the community is not agreeable to the idea. So you have to keep that flexibility. You have a number of factors you have to play with. But the notion to at least contemplate some form of rotation is a very sound one, there’s no doubt.”

Rise and fall: as temperatures go up, potential hosts go down

In Mumbai, the IOC released the results of studies that found that 15 NOCs had at least 80 per cent of the venues required for the Olympic Winter Games. Ten of those had either recently hosted the Games or were interested in holding them in the future.

By mid-century, the studies found, potential hosts for the Olympic and Paralympic Games would be reduced to about 10-12 NOCs, with the number dropping even further by the end of the century.

The preliminary results already show that we need to adapt the Olympic Winter Games given the impact of climate change.

Thomas Bach
IOC President

“The preliminary results already show that we need to adapt the Olympic Winter Games given the impact of climate change,’’ Bach said. “In collaboration with the winter sports community, we need to look for solutions for the future.”

According to research commissioned by the IOC, two-thirds of winter sports locations will remain climate-reliable until 2040, just over half until 2070 and less than half by the end of the century.

The hotter temperatures have caused problems at recent Olympic Winter Games, notably disrupting some of the snow competitions in Vancouver in 2010 and Sochi in 2014.

The Paralympic Winter Games face an even greater risk from climate change because they are traditionally held in March, when temperatures are warmer than in February. Finding suitable dates to accommodate both the Olympic and Paralympic Games will be crucial.

“We need to keep flexibility here,” Dubi said. “With the whole evolution of climate, you might find that earlier is impossible or later becomes impossible. We will have to adapt to what the local conditions are. We have to place it in a way so the two events are safe. Flexibility is the name of the game.”

New model: decentralising the Olympic Winter Games

Beyond tackling the threat from climate change, the IOC is looking into a new hosting model to make the Olympic Winter Games more sustainable and affordable at a time when a number of potential hosts, particularly in Europe, have turned their backs on the Games for political or economic reasons.

The idea is to introduce a decentralised system in which the cost of organising the Olympic competitions would be based on the costs associated with world championships in each sport. Stoss noted that the cost of certain Olympic events was four times higher than at world championships.

“There is no reason for such a difference in costs,” he said. “There is a difference between ‘nice to have’ and ‘need to have’.”

Organisation of certain Olympic sports competitions would be outsourced to the experienced international and national event organisers who run World Cup and World Championship events on a regular basis. This would of course be contextual and depend on the experience in each market.

The process would start early, with Preferred Hosts developing an event delivery strategy during the Targeted Dialogue stage, with the goal of signing a first letter of intent before the election and a detailed framework agreement within a year of the election.

Procurement would be left to separate organising committees at each of the venues. Hosts would sign up local sponsors earlier to lock in revenue for their Games budgets. Major budget items would be front-loaded to ease financial strains.

“A budget is always at a given point in time under pressure,” Dubi said. “If you can de-risk from the very beginning, it helps to convince citizens and populations that what we claim the Games are good business can be effectively demonstrated very early. It saves a lot of energy down the road where you can focus on what truly matters, which is delivering a unique experience to everyone.”

Fast forward: how the Games might look in the future

As is the case with Milano Cortina 2026, with the Games spread over a wide geographical area across northern Italy, the trend is likely to continue towards regional Games or Games shared by multiple countries.

The format takes advantage of existing venues, allowing for a major hub to host the ceremonies and weather-proof indoor ice events while snow sports competitions take place in a suitable – and cold enough – mountain region.

A rotation system among three continents could open the way for various regional hosting scenarios. Prof. Daniel Scott of the University of Waterloo, Canada, has suggested the possibility of Calgary and Denver hosting a “Rocky Mountain Games” or Italy and Austria co-hosting a “Tyrolean Games”.

What about the snow?

Recent Olympic Winter Games have all relied at least partially on artificial snow, with Beijing 2022 using virtually 100 per cent man-made snow. Making snow requires water and energy, further straining resources and potentially contributing to climate change.

But, due to global warming, many winter locations will no longer have temperatures cold enough to make artificial snow. As a result, the IOC is monitoring technological advancements in snow production and snow retention – and even the development of synthetic snow and ice.

How athletes would adapt to competing on new surfaces remains to be seen, but Dubi noted that ski jumping is also practised in the summer using plastic surfaces.

“The only thing is they land on a carpet, but it’s actually exactly the same sport, except that anything around the ski jumps is not covered in snow,” he said. “I’d say in 20 years if we have no snow over the ski jump, I already know today that we can replicate it with summer conditions. You land on a carpet, which is of equal value.”

One thing is unlikely to change: the Olympic Winter Games will continue to be restricted to traditional winter sports. Moving certain indoor Olympic summer sports to the Olympic Winter Games, as some have advocated for years, is not on the agenda.

“It’s extremely delicate to move from there because you have a line of demarcation that is very clear,” Dubi said. “If you start to move some of the sports into the winter property because you can have them indoors, you create two different types of Games. The line of demarcation is very healthy. From the moment you blur that line, you lose the identity of both.”

Despite the risks ahead, the IOC remains confident that the Olympic Winter Games will evolve and retain the unique qualities that set them apart from other winter sports competitions.

Who is to say that the Olympic Winter Games won’t survive – and thrive – for another 100 years?

In December, the nonprofit organization welcomed members in Korea, marking the milestone of an expanded reach to over 300 members and reflecting ongoing efforts to elevate manufacturer voices in the APAC region as critical to industry transformation.In response to calls from members, the SAC began expanding its membership to the adjacent product categories of home furnishings, sporting and outdoor goods, and bags and luggage.

SAN FRANCISCO, AMSTERDAM and HONG KONG, January 22, 2024 /3BL/ -The Sustainable Apparel Coalition announced a significant milestone today, welcoming its first member in Korea, Hansoll Textile Ltd. New members, like Hansoll, reflect ongoing efforts to elevate APAC manufacturing voices, which are critical to the SAC’s mission of industry transformation.

“We are thrilled to celebrate the milestone of expanding our reach to Korea with new member Hansoll,” said Andrew Martin, executive vice president of the SAC. “As we demonstrate our commitment to engage more manufacturers in the APAC region, we are honored and humbled by new members that demonstrate their leadership by joining us in industry transformation across the consumer goods industry.”

Founded in 1992, Hansoll Textile Ltd. is a leading global textile company, specializing in the manufacturing and export of knit apparel to the United States, Europe, and Japan. Over the past 30 years, they have achieved a remarkable 200-fold increase in revenue and continue improving their marketing and design capability and investing in owned manufacturing and the world’s best smart factory. As a forward-thinking organization, Hansoll Textile actively responds to evolving market demands by spearheading the transformation of the global digital value chain through a digital platform. Committed to sustainability, they practice green management to contribute to a sustainable future and actively embrace ESG-focused work processes to meet corporate social responsibility.

“As one of the biggest manufacturers in the world, Hansoll Textile is committed to active engagement in ESG-focused management. Joining the SAC provides a pivotal opportunity to align with global sustainability standards,” said Diana Oh, Senior Manager, CSR/Sustainability at Hansoll Textile, a new SAC manufacturer member. “Our SAC membership will significantly benefit Hansoll Textile by enhancing our sustainability practices and integrating us more deeply into the global sustainability textile community. Leveraging SAC’s resources, we aspire to enhance our corporate social responsibility initiatives, broaden our expertise, and set new benchmarks in sustainable manufacturing within the global textile industry. Our SAC membership symbolizes our dedication to shaping a more sustainable and responsible future for the textile industry.”

Now reflecting over 300 members around the world, the SAC doubled the number of manufacturing members in 2023, as compared to the previous year. And, in response to calls from members, the organization began expanding its membership to the adjacent product categories of home furnishings, sporting and outdoor goods, and bags and luggage.

About the Sustainable Apparel Coalition

The Sustainable Apparel Coalition (SAC) is a global, non-profit alliance of over 300 organizations in global apparel and consumer goods. Initially formed to create standardized sustainability metrics, the SAC has sharpened its focus to driving pre-competitive, collective action across three foundational pillars. As an independent entity, the SAC brings together brands, retailers, manufacturers, NGOs, academics, and industry associations to combat climate change, ensure decent work, and contribute to a nature-positive future. Central to the SAC’s mission is the Higg Index, a suite of comprehensive tools that empower members to measure, evaluate, and improve sustainability performance across the supply chain. To support evolving industry needs, the SAC also brings together a focus in policy, transparency, and programs for collective action.

LinkedIn | Twitter | Instagram | Facebook | YouTube

Privacy Overview

This website uses cookies so that we can provide you with the best user experience possible. Cookie information is stored in your browser and performs functions such as recognising you when you return to our website and helping our team to understand which sections of the website you find most interesting and useful.