Tag: 3BL

Originally published on January 1, 2026 on LinkedIn.

We’re excited to announce that Sysco Canada has been named one of Atlantic Canada’s Best Places to Work 2026 by Atlantic Business Magazine! 

This award spotlights companies that excel in areas essential to exceptional workplaces: corporate culture, work/life balance, DEI, benefits/remuneration, incentives, and career development. 

What sets us apart?

• Flexible, hybrid work models offering the ideal balance of remote and in-office time
• Competitive compensation, including annual base reviews tied to performance and corporate results
• Recognition programs celebrating achievements with peer-nominated awards and travel/cash incentives
• Investment in growth, including $2,500/year tuition reimbursement and tailored development plans
• ESG impact, featuring route optimization to cut emissions and Canada’s largest food recovery initiative
• Comprehensive health coverage, including mental health support and virtual care

This award underscores our dedication to being an employer of choice in Atlantic Canada—prioritizing growth, balance, inclusion, and impact.

Interested in joining a Purpose-driven workplace where your well‑being and growth really matter? Explore opportunities here: sysco.ca/careers

View original content here.

About Sysco

Sysco is the global leader in selling, marketing and distributing food products to restaurants, healthcare and educational facilities, lodging establishments and other customers who prepare meals away from home. Its family of products also includes equipment and supplies for the foodservice and hospitality industries. With more than 76,000 colleagues, the company operates 340 distribution facilities worldwide and serves approximately 730,000 customer locations. For fiscal year 2024 that ended June 29, 2024, the company generated sales of more than $78 billion. Information about our Sustainability program, including Sysco’s 2023 Sustainability Report and 2023 Diversity, Equity & Inclusion Report, can be found at www.sysco.com.

 For more information, visit www.sysco.com or connect with Sysco on Facebook at www.facebook.com/SyscoFoods. For important news and information regarding Sysco, visit the Investor Relations section of the company’s Internet home page at investors.sysco.com, which Sysco plans to use as a primary channel for publishing key information to its investors, some of which may contain material and previously non-public information. In addition, investors should continue to review our news releases and filings with the SEC. It is possible that the information we disclose through any of these channels of distribution could be deemed to be material information.

Originally published on January 6th, 2025 on LinkedIn

Local fields. Local expertise. Local food.

For more than 30 years, Welgro Produce has been growing Brussels sprouts in Swords, with a third generation now carrying the family tradition forward. Harvested across more than 160 acres, their fresh Irish sprouts are delivered to customers within hours of picking.

Sysco is proud to partner with Welgro to support local growers, sustainable farming practices, and the producers who keep food close to home. Because when we invest in local farms, we strengthen local food systems and communities.

About Sysco

Sysco is the global leader in selling, marketing and distributing food products to restaurants, healthcare and educational facilities, lodging establishments and other customers who prepare meals away from home. Its family of products also includes equipment and supplies for the foodservice and hospitality industries. With more than 76,000 colleagues, the company operates 340 distribution facilities worldwide and serves approximately 730,000 customer locations. For fiscal year 2024 that ended June 29, 2024, the company generated sales of more than $78 billion. Information about our Sustainability program, including Sysco’s 2023 Sustainability Report and 2023 Diversity, Equity & Inclusion Report, can be found at www.sysco.com.

For more information, visit www.sysco.com or connect with Sysco on Facebook at www.facebook.com/SyscoFoods. For important news and information regarding Sysco, visit the Investor Relations section of the company’s Internet home page at investors.sysco.com, which Sysco plans to use as a primary channel for publishing key information to its investors, some of which may contain material and previously non-public information. In addition, investors should continue to review our news releases and filings with the SEC. It is possible that the information we disclose through any of these channels of distribution could be deemed to be material information.

View original content here.

 

Originally published by Mastercard

Closing out 2025 with an amazing recognition: Mastercard has been named a top 10 company on The Wall Street Journal’s 2025 list of the 250 Best-Managed Companies, earning standout recognition for innovation and social responsibility.

Check out the latest stories in the Mastercard Newsroom showcasing the products and services reshaping the future — and the people and communities we’re empowering along the way. 

https://lnkd.in/eyjBkaNm

Continue reading here

Follow along Mastercard’s journey to connect and power an inclusive, digital economy that benefits everyone, everywhere.

International Olympic Committee news

The International Olympic Committee (IOC) has announced the 15 finalists for the IOC Climate Action Awards 2025. The awards celebrate innovative projects across the Olympic Movement that are taking tangible steps towards tackling climate change and driving sustainability in sport. The winners will be announced in the run up to the Milano Cortina 2026 Olympic Winter Games.

Key Facts

• The IOC Climate Action Awards 2025 celebrate impactful initiatives that address climate change across the Olympic Movement.
• 15 finalists were selected across three categories: Athletes, National Olympic Committees (NOCs) and International Federations (IFs).
• The winners will be announced in the run up to the Milano Cortina 2026 Olympic Winter Games.

The list of 15 finalists is made up of five representatives from each of the following categories: Olympic and Paralympic athletes, National Olympic Committees (NOCs) and International Federations (IFs). The awards recognise and reward initiatives that deliver measurable impact in reducing the environmental impact of sport while inspiring and educating others to take meaningful climate action.

“As the impacts of climate change touch every corner of the world, sport has a unique power to inspire collaboration and mobilise action,” said Marie Sallois, the IOC’s Corporate and Sustainable Development Director. “We are thrilled to see the momentum generated by the IOC Climate Action Awards – which are now in their third year – and by the growing level of engagement across the Olympic Movement. The quality of this year’s projects truly reflects our commitment to creating a more sustainable future – not only for sport, but for society as a whole.”

The awards are supported by Worldwide Olympic and Paralympic Partner Deloitte, Jennifer Steinmann, Deloitte Global Sustainability Business Leader, said: “Sustainability is a catalyst for innovation, and in recognising this year’s finalists, we see how these creative and data-driven initiatives can lead to new opportunities for sports organisations to evolve and build resilience. Deloitte is proud to once again support the IOC Climate Action Awards and to help scale solutions that have the potential to make lasting impact, both within and beyond the Olympic Movement.”

This year’s finalists are: In the athlete category

Rhydian Cowley, Athletics, Australia – Rhydian advocates for climate action by supporting the development of climate action plans with national sports organisations, including Athletics Australia, the State Institute of Sport and the Victorian Institute of Sport, contributing to reductions in emissions and plastic use. His work has been recognised with awards such as the BBC Green Sports Award (2024) and the IOC P&G Athletes for Good Grant (2023).

Hugo Inglis, Hockey, New Zealand – Hugo is a co-founder of “High Impact Athletes” (HIA), a movement that directs athlete funding towards evidence-based, systemic climate solutions. HIA supports organisations that advance the technologies and policies needed to decarbonise the sectors most responsible for sport’s emissions – aviation, energy and infrastructure. To date, HIA has mobilised over 240 athletes to channel more than USD 2 million to carefully selected charities, driving meaningful, positive change in global health, animal welfare and climate action.

Oliver Scholfield, Hockey, Canada – Oliver co-founded “Racing to Zero”, a non-profit sustainability consultancy that supports sports organisations and events in understanding and reducing their environmental impact. The consultancy measures greenhouse gas emissions, provides tracking tools, and delivers tailored solutions such as sustainability strategies and emission reduction plans. It has worked with organisations and events such as Canada Artistic Swimming, Cycling Canada, Freestyle Canada and the Canada Games.

Gabrielle Smith, Rowing, Canada – Gabrielle leads the “Rising Tides” project, which focuses on improving water quality and cleaning Canada’s waterways. Since 2024, the project has removed 335 kilograms of underwater waste and secured more than CAD 15,000 in grant funding. In addition to this, in partnership with the Shaw Centre for the Salish Sea, Gabrielle supports accessibility for visually impaired children from low-income communities and has funded educational field trips for 200 students.

Kevin Wekesa, Rugby Sevens, Kenya – Kevin promotes eco-conscious behaviour in sport through “Play Green”. By providing aluminium bottles to the men’s and women’s national teams, Play Green cuts down on about 144 single-use plastic bottles each training session, saving nearly 1,000 bottles every week. Additionally, Kevin has collaborated with 40 schools to date in Kenya, providing mentorship and workshops on sustainability in sport. Through this programme, children have put their climate education into action and helped to plant 2,300 trees.

In the NOC category

British Olympic Association (BOA) – The BOA is working to reduce emissions by 50% by 2030 through measures such as the use of sustainable transport options, including trains and hybrid and electric vehicles. The strategy has already delivered an 85% reduction in the BOA’s Games-time footprint for Paris 2024 and a 37% decrease in freight volume since Tokyo 2020.

NOC of Cabo Verde – Through its “Olympic Sea” project, the NOC is leading efforts to reforest, conserve and restore local ecosystems in Cabo Verde. The initiative, currently focused on the maintenance and rehabilitation of two coastal shrub forests and two seagrass meadows on Santiago Island, engages various sports and community actors in nature regeneration, using sport as a tool for climate mitigation and resilience.

NOC of Colombia (COC) – The COC reaffirms its commitment to sustainability by incorporating climate action into the planning and delivery of sporting events, training and community engagement. It promotes environmental awareness and training, and supports initiatives to reduce carbon footprints. Between 2022 and 2025, the COC achieved a 60% reduction in carbon emissions at the 2025 Ladrilleros Triathlon, and helped collect 32 tonnes of waste through the Tierra Bomba project.

NOC of Spain (COE) – In line with the 2030 Agenda for Sustainable Development, the COE has developed a model to integrate the UN Sustainable Development Goals into its operations, achieving a 27% reduction in emissions through measures in energy efficiency, waste reduction and sustainable mobility. Expanding this impact across Spain’s Olympic movement, the COE launched the “Sustainable Sports Seal” project, a certification system that has so far awarded 11 sporting events and seven sports organisations for measurable progress in environmental, social and economic sustainability.

NOC of the Netherlands (NOC*NSF) – Through its “Sustainable Mobility” initiative, the NOC prioritises carbon emission reductions. The largest impact is achieved by promoting train travel and cycling through the launch of Shuttel, a platform that combines public transport, shared mobility, cycling and electric vehicle (EV) charging with a data-driven approach. Central to its impact is the electrification of Team NL’s fleet, with 65% immediately converted to EVs – a transition that has already delivered a 40% reduction in CO₂ emissions and is on track to reach 100% transformation by early 2027. At Paris 2024, the NOC*NSF’s sustainability action plan also reduced the footprint of participants’ kits by more than 70% compared to Tokyo 2020, through the use of more sustainable clothing options.

In the IF category

International Biathlon Union (IBU) – As the first Winter Federation to include World Cups and World Championships in its transition plan, the IBU achieved a 6% reduction in direct and indirect emissions across all three scopes of the GHG Protocol in 2024. It is driving systemic change by supporting national federations to develop sustainability strategies, calculate CO₂ footprints, and educate key stakeholders. Through its collaboration with brands in the Winter Sports Network, the IBU is also developing joint athlete-brand climate advocacy projects, with plans to scale globally in 2026. Through its “Athlete Ambassador Programme”, the IBU has empowered 26 athletes from 17 countries to champion sustainability. Its Biathlon Climate Challenge mobilised 12,000 fans to engage in climate action through physical activity.

International Ski and Snowboard Federation (FIS) – FIS developed its CO₂ calculator, a free tool designed for national ski associations and local organising committees to measure, manage and reduce greenhouse gas emissions. It enables event organisers to assess emissions not only retrospectively, but also during the planning phase, supporting more sustainable decision-making from the outset. At the Nordic World Ski Championships, the tool guided strategies like using wood-chip heating, with hydrotreated vegetable oil (HVO) as a backup, reducing heating-related emissions by 96.6%. Overall, FIS’s footprint, as an organisation, dropped by 7.5% from 2023 to 2024.

International Table Tennis Federation (ITTF) – Through its “Sustainability Education Platform”, the ITTF reinforces and complements its broader sustainability strategy. The platform serves as a catalyst for behavioural change and embeds sustainability within the organisation’s governance priorities. Within three weeks of the platform’s launch, 146 individuals from 56 countries had received training, engaging in interactive, gamified, scenario-based modules. Those who fully complete the modules earn an official ITTF sustainability certificate.

World Sailing – Using its emissions-tracking tool, World Sailing monitored 285 support vessels at Paris 2024, identifying a potential 20% reduction in emissions and fuel consumption. It has also set technical standards to reduce the impact of boat manufacturing and propulsion, and created eco-piloting programmes to spread best practices across sailing.

World Triathlon – Through its “Sustainable Event Certification”, the organisation provided event organisers with an emissions reporting tool to reduce the environmental impact of triathlon events, and is mandating sustainable practices in bid documents for World Triathlon events starting in 2025, with 20 events already incorporating mandatory sustainability requirements.

For more information about the IOC Climate Action Awards, click here.  

Learn more about Worldwide Olympic and Paralympic Partner Deloitte, the supporter of the awards.  

To find out more about the IOC’s work on climate action, click here.

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The International Olympic Committee is a not-for-profit, civil, non-governmental, international organisation made up of volunteers which is committed to building a better world through sport. It redistributes more than 90 per cent of its income to the wider sporting movement, which means that every day the equivalent of USD 4.7 million goes to help athletes and sports organisations at all levels around the world.

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For more information, please contact the IOC Media Relations Team:
Tel: +41 21 621 6000, email: pressoffice@olympic.org, or visit our web site at www.ioc.org.

Broadcast quality footage

The IOC Newsroom: https://newsroom.olympics.com/

Videos

YouTube: www.youtube.com/iocmedia

Photos

For an extensive selection of photos available shortly after each event, please follow us on Flickr.

To request archive photos and footage, please contact our Content Licensing Unit at: images@olympic.org.

Social media

For up-to-the-minute information on the IOC and regular updates, please follow us on X and YouTube.

Sustainability has spent the last decade sitting uncomfortably at the edge of the business agenda: important yet broadly misunderstood, and widely discussed yet rarely integrated into operations. It has increasingly felt like a compliance exercise or a branding box to tick rather than an opportunity to create and protect value—a reality amplified by academic theories and models that don’t map to the day-to-day of running a business.

At Novata, we believe the next chapter is clear: sustainability will move from “other” to operations, and this will be captured in the bottom line. That’s why we’re launching a value-creation offering grounded in operational realities and the understanding that the clearest, most material, and defensible financial impacts are tied to the basic mechanics of running a company.

Most companies already collect operational sustainability data, such as employee turnover, energy use, water intensity, safety incidents, and cybersecurity exposure, that is both readily available and directly tied to financial performance.

The challenge is not collecting more data. The challenge is treating your data like the asset it is.

Connecting Data and Financial Value

In many ways, sustainability data has become something that companies collect primarily to report to others rather than cash in on the value it holds for their business. As reporting pressures have increased, companies have been drowning in an alphabet soup of acronyms without a clear line of sight into how their data connects to revenue, cost, risk, or enterprise value.

Our approach uses core KPIs that nearly every company already tracks and translates them into financial value using industry-aligned data and Novata benchmarks.

In addition to using sustainability data to inform business decisions, we aim to drive alignment across private markets. With more than 14,000 companies managing their sustainability data on our platform, we are uniquely well-suited to do so. Our offering focuses on topics that are almost universally material, consistently collected across portfolios, and predictive of straightforward financial outcomes. These metrics directly influence cost structure, risk exposure, productivity, competitive positioning, and operational resilience, allowing us to quantify impacts from diligence through exit to help allocate resources to the areas with the highest returns across a relevant time horizon.

But the numbers alone don’t tell a story; they need context, and that’s where Novata Benchmarks come in. For every sustainability KPI translated into dollars, benchmarks help you understand how that figure stacks up against peers. Are you spending too much on turnover compared to similar companies? Are your energy costs a competitive advantage? With Novata Benchmarks, you can pinpoint where sustainability performance signals financial risk, where it signals competitive advantage, and where you’re leaving money on the table.

Sustainability is not a side project. It’s not ideology, and it’s certainly not politics. It’s operational reality. It is business risk and business opportunity, quantified. Companies that treat sustainability performance as a financial lever—not a compliance chore or, worse, a cost center—will be the ones who outperform in the years ahead. The private markets, with their visibility into operations and active ownership model, are uniquely positioned to lead the way.

If you’re ready to move sustainability from storytelling to value creation, stay tuned. We’re just getting started.

This article is the first in a series on financial value creation through sustainability. Read the other articles in the series below:

• Monetizing What Matters: Human Capital Management
• Monetizing What Matters: Energy, Waste, and Water Management

LAS VEGAS, January 8, 2026 /3BL/ – Spotlighting its commitment to inclusive innovation, LG Electronics USA has expanded the LG Comfort Kit family of accessories developed to deliver a better, more intuitive appliance experience for everyone.  These accessible technologies are featured in LG’s “Design for All” exhibition at CES^® 2026 where the company is demonstrating how thoughtful, human-centered design can help overcome everyday barriers.

Design for All, a key initiative under LG’s “Better Life for All” global ESG vision, reflects the company’s belief that technology should be intuitive, approachable and accessible to people of all ages and abilities. Through inclusive product design, services and communication, LG is expanding access to technology while keeping real customer experiences at the center of innovation, according to John I. Taylor, senior vice president, LG Electronics USA.

“At LG, inclusive design is not about adding special features for a select group; it’s about rethinking how products fit naturally into everyday life,” said Taylor. “Design for All represents a long-term commitment to creating technology that works better for everyone — from people with disabilities to seniors, children and families — because when design is inclusive, the experience improves for all.”

Expanding the LG Comfort Kit

At CES, LG unveiled eight new LG Comfort Kit items, further expanding its inclusive design ecosystem across home appliances. Newly introduced solutions include the LG Washer Easy Detergent Cup, LG Dishwasher Door Easy Handle, LG Water Purifier Easy Tray, and LG Microwave Touch Guide, all designed to reduce effort at key moments of appliance use.

Additional Comfort Kit items on display at CES include the LG Vacuum Cleaner Easy Handle, LG Refrigerator Container Easy Lid, LG Air Purifier Easy Guide, and LG Dehumidifier Easy Handle, with several scheduled to launch in the first quarter of this year.

Inclusive Design in Action at CES

The Design for All zone in LG’s CES booth features core dimensions of accessibility, inspired by real consumer needs and real-world use cases. For consumers who are blind or have low vision, LG offers Comfort Kit items designed to improve visibility, recognition and safe use of home appliances.

One example includes a color sticker for LG’s robot vacuum, helping low-vision customers more easily recognize the device and reducing the risk of tripping at home. Other solutions incorporate tactile indicators, high-contrast elements and Braille-supported touch guides that promote confident and independent use.

For consumers who experience mobility challenges, Comfort Kit items reduce the physical effort required to grip, open, close or move appliances. For instance, Easy Handles for LG washers and dryers allow users to open doors using their arm instead of their hand, supporting greater independence and comfort for customers with limited hand mobility or reach.

Design for All Beyond Products

LG’s Design for All initiative extends beyond physical products to include accessible services and communication. LG offers sign language services for customers who are deaf or hard of hearing, Braille stickers for key product touchpoints, and web-based product manuals built with accessibility in mind, supporting a more seamless and inclusive customer journey.

By embedding accessibility into design, communication and service, LG aims to remove barriers that impact daily life and help more people experience technology with comfort and confidence, Taylor explained.

“At the heart of Design for All is a simple but powerful purpose,” he added. “We want to help people live independently and comfortably in their own way — whether they’re managing a disability, aging in place, raising a family or simply looking for products that are easier to use. This is how inclusive design becomes meaningful, scalable and sustainable.”

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About LG Electronics USA

LG Electronics USA Inc., based in Englewood Cliffs, N.J., is the North American subsidiary of LG Electronics Inc., a smart life solutions company with annual global revenues of more than $60 billion. In the United States, LG sells a wide range of innovative home appliances, home entertainment products, commercial displays, air conditioning systems and vehicle components. LG is an 11-time ENERGY STAR^® Partner of the Year. www.LG.com 

Media Contact:

LG Electronics USA

Kimberly Regillio
kim.regillio@lge.com
+1 815 355 0509

LAKE JACKSON, Texas, January 8, 2026 /3BL/ – Gulf Coast Bird Observatory (GCBO), a nonprofit founded to protect birds and their habitats around the Gulf and beyond, is celebrating a major sustainability milestone with a 29.52 kWh rooftop solar array system and a Kia EV6 Light Long Range vehicle, courtesy of a $135,000 grant from the Green Mountain Energy Sun Club®.

The new solar array system and electric vehicle will offset 65% of GCBO’s energy needs, saving nearly $15,000 in overhead costs each year and equivalent to more than 5,000 hours of scientific bird monitoring.

Founded in 1997, the mission of GCBO is to protect birds and their habitats with a vision of healthy ecosystems with abundant space for birds to survive and thrive around the Gulf and beyond. Internationally recognized for research in the United States, Central America, and South America, GCBO conducts significant conservation projects such as habitat enhancement, conservation land protection and acquisition, plastic mitigation efforts, education and outreach efforts, and more. Locally, 200,000 people are reached annually through their management of two bird sanctuaries in Brazoria County, plus their headquarters that sits on a 34-acre bottomland forest along Buffalo Camp Bayou. GCBO also engages their community through monthly bird banding, the Xtreme Hummingbird Xtravaganza, Online Bird School and their YouTube channel.

“GCBO is very excited and truly grateful to Green Mountain Energy Sun Club for choosing us as a solar grant recipient,” said Martin Hagne, executive director at Gulf Coast Bird Observatory. “Being a conservation organization that cares about natural habitats, it made perfect sense for us to add solar on top of an already-existing structure to harness power from the sun and an electric vehicle for us to reach more people using less resources. It’s a win-win project!”

“Green Mountain Energy is thrilled to join forces with Gulf Coast Bird Observatory to offset their energy needs and help expand their efforts to protect birds and their habitats,” said Andrea Ortega-Toledano, senior director of sustainability, Green Mountain Energy. “We recognize the important work that GCBO is doing to protect birds and their habitats, and we are excited to play a role in making their impact even greater.”

Green Mountain Energy’s mission is to inspire hope and motivate action through the use of clean energy, and to advance sustainable communities through Sun Club. Since its founding in 2002, Sun Club has donated more than $16 million for 174 projects across Texas and the Northeast. Green Mountain Energy invites its customers and employees to contribute and help support more projects that promote renewable energy, energy efficiency, resource conservation, and environmental stewardship.

# # #

About Green Mountain Energy Sun Club

Green Mountain Energy’s mission is to inspire hope and motivate action through the use of clean energy, and to advance sustainable communities through the work of Green Mountain Energy Sun Club. Since its founding in 2002, Sun Club has donated more than $16 million for 174 projects across Texas and the Northeast. Sun Club collaborates with nonprofit organizations on projects that focus on renewable energy, energy efficiency, resource conservation, and environmental stewardship. To learn more about Green Mountain Energy and Sun Club or to apply for a Sun Club grant, visit greenmountain.com/sunclub.

About Gulf Coast Bird Observatory

Gulf Coast Bird Observatory is an independent non-profit organization with 501(c) status. We have become recognized as an innovative organization, which has designed and conducted a significant number of large conservation projects, including migration studies, habitat enhancement, land acquisition, regional habitat mapping, and others. Our vision is a healthy ecosystem with abundant space for birds to survive and thrive around the Gulf and beyond.

Media Contact:

Jeanie Davey, Green Mountain Energy
445-544-1670
Jeanie.davey@greenmountain.com

International Olympic Committee news

An updated analysis of venues shows that 86 per cent of all permanent venues used at the Olympic Games since Athens 1896, and 94 per cent of those from the 21^st century, are still in use today. Building on the original 2022 report, the updated study now includes venues from Tokyo 2020 and Beijing 2022, highlighting how the Games continue to deliver lasting benefits for their host communities.

Released today at the Olympic Legacy Forum in PyeongChang, Republic of Korea, the updated “Over 125 years of Olympic venues: post-Games use” report examines 982 venues that have hosted medal events, opening and closing ceremonies, and Olympic villages across 53 editions of the Games, from Athens 1896 to Beijing 2022.

The use of Olympic venues is multi-purpose, from sports activities such as training and competition to non-sport uses including culture, leisure, community and business.

“We’re proud to confirm that 86 per cent of Olympic venues remain in use today — a clear proof of the Games’ long-term legacy,” said IOC Olympic Games Executive Director Christophe Dubi. “The results speak for themselves: recent editions are creating stronger, more sustainable legacies for host cities and their communities, and we hope that each new edition will continue to build on this.”

“By studying how past Olympic venues are used after the Games, we’ve identified strategies to maximise their long-term value,” said IOC Sustainability Director Marie Sallois. “Year-round, multi-purpose use keeps facilities active and relevant. By prioritising existing or temporary venues and building only when there’s a clear, long-term need, host cities can align the Games with their development goals.”

Spotlight on two new Games editions100 per cent of all permanent venues from Tokyo 2020 and Beijing 2022 still in use

• All 33 permanent venues from Tokyo 2020 are still in use, including five venues from the 1964 Games such as Yoyogi National Stadium and the Equestrian Park. Each venue has an operator and a legacy plan, hosting events for local communities and elite athletes, from fitness and taster sessions to international competitions.
• All 16 permanent venues from the Beijing 2022 Games — including 12 competition venues, four of which were originally built for Beijing 2008 and later repurposed for ice sports — continue to operate. Multi-purpose and active all year-round, they host sporting, cultural and recreational activities, support elite athletes, and serve local communities.

Other key findings

• Eighty-seven per cent of complex venues (Olympic stadiums, Olympic villages, swimming pools, velodromes, ski jumping hills, sliding centres and ice hockey stadiums) are still in use.
• Permanent venues, whether newly built or existing, remain in use at similar rates.
• The proportion of temporary venues has increased in the 21^st century to avoid building permanent structures when there is no long-term need.

Maximising long-term benefits for the hosts

In line with the IOC’s Olympic Agenda, the Games aim to adapt to the host territories and help accelerate their long-term development plans while minimising their footprint. Paris 2024 used 95 per cent existing or temporary venues, which allowed the organisers to cut their carbon footprint in half compared to London 2012 and Rio 2016. Milano Cortina 2026 will spread events across existing sites, minimising new construction while building on Italy’s expertise in hosting world-class competitions; while Los Angeles 2028 will stage the Games without building a single new permanent venue, embracing a “radical reuse” approach that maximises efficiency and sustainability.

Download the full report here.

Download the executive summary here.

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The International Olympic Committee is a not-for-profit, civil, non-governmental, international organisation made up of volunteers which is committed to building a better world through sport. It redistributes more than 90 per cent of its income to the wider sporting movement, which means that every day the equivalent of USD 4.7 million goes to help athletes and sports organisations at all levels around the world.

###

For more information, please contact the IOC Media Relations Team:
Tel: +41 21 621 6000, email: pressoffice@olympic.org, or visit our web site at www.ioc.org.

Broadcast quality footage

The IOC Newsroom: https://newsroom.olympics.com/

Videos

YouTube: www.youtube.com/iocmedia

Photos

For an extensive selection of photos available shortly after each event, please follow us on Flickr.

To request archive photos and footage, please contact our Content Licensing Unit at: images@olympic.org.

Social media

For up-to-the-minute information on the IOC and regular updates, please follow us on X and YouTube.

It can be lonely to be an impact professional in these times. 2025 was a long and difficult rollercoaster of a year for many in the CSR, ESG, and Sustainability fields.

For those individuals fortunate enough to still be employed, you’re facing unprecedented challenges with budgets and staffing being reduced, yet still being asked to produce significant impacts, while revamping your communications approach to limit external scrutiny. On a brighter note, it’s encouraging to see how companies and organizations are adapting to this new reality.

As we welcome 2026, here’s how we’ve been told we stand out in these challenging times:

• Limited Budgets – We work with you, at no cost, to develop an approach that recognizes your budget limitations.
• Limited Staffing – We offer a flexible team framework, combining fractional and part-time experts with a few full-time staff to address a range of programmatic and administrative needs.
• Need for Experts – We have advisors and experts available for any specialized need, from employee engagement to impact reporting, business alignment, and stakeholder communication; our talent network is comprised of senior-level experts with both deep corporate and consulting experience.

We are here to be your guide, including a bridge to others facing similar challenges. Our partnership with organizations like ACCP helps to provide support, resources, and most importantly, a haven for individuals seeking connection.

As the landscape continues to evolve, take comfort that CSR Talent Group is built to support you.

—Tom Knowlton, CEO, CSR Talent Group

EL CERRITO, Calif., January 8, 2025 /3BL/ – Net Impact, in collaboration with Cisco, announced the winning teams of the 2025 Community Innovation Challenge, a global student case competition designed to generate tailored social impact programs based on Cisco’s technology and services. This global innovation challenge asked students to propose how to leverage Cisco’s portfolio of technologies and services to design a custom corporate social impact program for the global technology firm. The criteria were to drive meaningful community impact in a specific city or region and deliver business value for Cisco.

The challenge received 84 applications from 12 countries. The top five teams were selected to pitch their ideas at the Final Showcase. With the support of United Airlines, they travelled to Cisco’s campus in Research Triangle Park, NC, where they presented to an esteemed final judging panel of Cisco executives, competing for prizes totaling $17,500.

2025 Community Innovation Challenge Winners

First Place Team: DinéLink ($10,000 prize)
Led by Mahima Subramaniyan and Devagna Jadeja from the Thunderbird School of Global Management at Arizona State University, DinéLink impressed judges with their $12M sustainable connectivity program for the Navajo Nation, where only 33% have reliable internet, compared with 97% nationally.

Second Place Team: HealthHorizons ($5,000 prize)

Led by Priya Rao of the University of Connecticut, Julia Kuang of Wellesley College, and Grace Chen of Swarthmore College, HealthHorizons proposed addressing critical healthcare access challenges in Greene County, Alabama—a “dead zone” where only 50-55% have internet access, 27% live in poverty, and chronic disease rates are among the nation’s highest.

Third Place Team: OncoALERT ($2,500 prize) 
Led by Dr. Jayanti Kumari and Sweta Pandey from the Translational Health Science and Technology Institute in India, OncoALERT proposed combining AI-powered oral cancer screening devices with Cisco’s networking infrastructure to deliver remote diagnostics in rural India.

“We’re thrilled to celebrate these winning teams who have demonstrated exceptional creativity and strategic thinking in leveraging technology for social good,” said Net Impact CEO Karen Johns. Cisco’s partnership on this initiative has provided emerging business leaders with invaluable experience in driving social impact through innovative business solutions. These winning proposals showcase the power of combining cutting-edge technology with deep community understanding.”

Mahima and Devangna reflected on their win: “Designing this Social Impact Program and participating in the Community Innovation Challenge has been incredibly meaningful for both of us. We’re deeply grateful to Net Impact and Cisco for creating a platform where ideas like ours can grow. A special thank you to our Cisco Mentor, Sean Cherry, for his guidance, and to Ethan Tacheene, an ASU Student from Many Farms, Navajo Nation, for trusting us with his stories, which shaped our perspective and the direction of the program. The entire experience strengthened our commitment to community-centered innovation, and we hope this program becomes a meaningful step toward bridging the digital divide.”

To learn more about the top 5 finalist teams and their social impact programs, read Cisco’s blog post penned by Net Impact program partner, Scott McGregor, who serves as Director, Community Enablement at Cisco, here. More information about the Community Innovation Challenge can be found at netimpact.org/programs/community-innovation-challenge.

About Net Impact

Net Impact, one of the largest and oldest global member organizations focused on impact, engages over 50,000 students and professionals annually. With almost 300 chapters in over 40 countries, our members are pursuing impactful careers and impactful lives across diverse industries, including business, sustainability, and social impact fields. Net Impact engages its global chapter community in experiential education-focused programming, convenings, and civic and community engagement projects. Net Impact is committed to using business as a force for good and building the capacity of the next generation of workforce members. Visit www.netimpact.org.

CONTACT:

Net Impact
Hilary Manzo, Associate Director of Programs
Phone: 415-495-4230 x369
Email: hmanzo@netimpact.org